Section Page

Introduction and Summary 1

I. Purpose 4

II. Strategies 5

III. Policies 6

IV. Implementation 9

° Policy 1: Partnerships 9

° Policy 2: Consumer Information System 13

° Policy 3: Creative Umbrella 15

° Policy 4: Research and Evaluation 18

Appendices

° Glossary of Marketing Terms 23

° Situation Analysis: The System and Consumer 25

° Summary of Consumer Research 32

° Regional Partnerships for Marketing: Benefits 46

Introduction and Summary

Background

The California Department of Transportation (Caltrans) initiated its first transportation system management programs in the early 1970s. These first generation efforts were highlighted by Caltrans' regional rideshare contractors initiating employer outreach to larger employers, providing ridematching services and creating a general awareness of ridesharing , i.e., carpooling, as a commuter option.

Significant expansion began in 1988, corresponding to legislative mandates and regional air quality regulations, marking the first step in a multi-year transition from a limited demand management effort, commonly known as "ridesharing", to becoming today's full-scale transportation demand management (TDM) effort. Today Caltrans defines TDM as that part of transportation system management which focuses on the traveler's transportation choice. It facilitates higher vehicle occupancy or reduces traffic congestion by expanding the traveler's transportation choice in terms of travel method, travel time, travel route, travel costs, and the quality and convenience of the travel experience.

TDM is in many ways the consummate marketing exercise; a sales effort bolstered by promotions, product placements, and ultimately the very products themselves. The comprehensive package of TDM activities currently encompassed in the Caltrans annual TDM workplan includes statewide and regional marketing activities, rideshare operations, Transportation Management Association (TMA) development and assistance, telecommunications demonstrations, advanced traveler information systems and services, and addressing child and family transportation issues. These are all supported by TDM research and evaluation. The TDM program is closely linked to broader Caltrans transportation system management responsibilities, including both short- and long-term operations and planning.

The Statewide Strategic Marketing Plan anchors all TDM workplan activities. It contributes to the common purpose of offering greater choice to California commuters through a mixture of accurate and timely information, technical and financial assistance, and the development of new products and services that focus on moving people, goods, services, and information in a seamless intermodal transportation system.

The resources available to accomplish this task are limited. Marketing activities must be carefully planned and focused. Today's TDM campaigns must offer genuine quality alternative products to consumers, have a specific call-to-action, tailor messages targeted to audiences who are most inclined to sample the product being promoted, and include monitoring and evaluation components to validate results and measure change in behavior.

A key component in assisting travelers/consumers who answer the call-to-action is a consumer-oriented information system that makes accessing the alternative transportation product easy and a positive experience.

The Strategic Statewide Marketing Plan has been developed through extensive market research, several draft strategic plans and proposals, many presentations of these proposals to a wide spectrum of interested parties, and consideration of the feedback from these parties. This Plan serves as the cornerstone to Caltrans' overall TDM activities. It further reflects State policy in the forthcoming California Transportation Plan, calling on Caltrans to manage the State's transportation systems so as to reduce personal vehicular traffic congestion.

Purpose of the Statewide Strategic Marketing Plan

The purpose of this Plan is to guide Caltrans Districts and their partners in developing marketing plans and budgets for inclusion in annual District TDM workplans that lead to the Statewide TDM workplan, and hence for securing FHWA approval and funding.

Annual TDM workplans must be designed and drafted so that the proposed activities and programs:

1. Develop partnerships among all transportation agencies that will plan for and promote a seamless intermodal transportation system. Interagency TDM marketing partnerships are essential to broader partnerships that will assist in achieving the primary public policy goals of TDM:

° Increase mobility and productivity by reducing traffic congestion

° Use the existing transportation infrastructure efficiently

° Ensure fair and equitable access to transportation products

° Improve public health by reducing air pollution

° Conserve energy

2. Apply corporate marketing research, planning and communications techniques to TDM planning systems in order to target the audience for marketing and identify the products to be sold.

Policies

TDM marketing must be cost-effective. Good management practices and adherence to State and Federal funding requirements are the basis for Caltrans program management. This includes open and competitive contracting processes for marketing contracts, adhering to funding regulations and controls including not using Federal funds for premiums or giveaways, and "tiering" creative/publicity development to minimize redundancy while maximizing flexibility for each region and each product.

In order for a District, agency or other entity to receive approval and State/Federal funding, TDM marketing plans must encompass the policies outlined in the Statewide Strategic Marketing Plan and include activities designed to achieve them. All state funded marketing activities must be in conjunction with regional plans consistent with this Statewide Strategic Marketing Plan.

Regional/corridor-specific marketing plans will be evaluated and funding decisions made based on the following policies:

Policy 1: Caltrans will utilize partnerships to market genuine choices to the California traveler.

Policy 2: A cost-effective, customer-oriented Product Information System will serve as the foundation for marketing outreach.

Policy 3: Statewide, regional and corridor-level mass communications and promotions will be coordinated and tiered to drive cost-efficiencies while allowing regional discretion and initiative on a tactical basis.

Policy 4: A standard monitoring and evaluation system will track all marketing activities.

I. Purpose

The Statewide Strategic Marketing Plan for Transportation Demand Management (TDM) is targeted for use by California's public policy makers, transportation service providers, and planners. The Plan guides Caltrans' Districts in working with their partners in developing regional and product marketing plans and budgets for inclusion in annual District TDM workplans, and hence into the Statewide TDM workplan for securing FHWA approval.

The Plan addresses the full range of strategic marketing activities related to "selling" single occupant vehicle alternatives. These activities range from: product design and development; product placement in the marketplace; product pricing; and product promotions. It concentrates on sending clear and decisive messages to the most prospective consumers.

This Plan aims to achieve maximum efficiency in the expenditure of taxpayer money when developing and managing the transportation systems designed to provide mobility for California travelers.

The direction to TDM practitioners is clear: A call to coordinate traveler information and marketing efforts on both a regional and local/corridor basis, via partnerships among transportation service providers (brand managers) and planning/funding agencies. These marketing efforts focus on influencing travel choices by giving the commuting consumer a genuine commute choice other than SOV. The result of these efforts should be increased vehicle occupancy and decreased traffic congestion.

II. Strategies

There are two primary strategies behind the Statewide Strategic Marketing Plan:

Strategy 1:

Develop partnerships among all transportation agencies that will plan for and promote a seamless intermodal transportation system. Interagency TDM marketing partnerships are essential to broader partnerships that will assist in achieving the primary public policy goals of TDM:

° Increase mobility and productivity by reducing traffic congestion

° Use the existing transportation infrastructure efficiently

° Ensure fair and equitable access to transportation products

° Improve public health by reducing air pollution

° Conserve energy

Strategy 2:

Apply corporate marketing research, planning and communications techniques to Caltrans' Transportation Demand Management (TDM) program in order to target the audience for marketing and identify the products to be sold. This includes:

° Using consistent consumer research to focus on those factors that motivate consumers to change behavior. Corporate consumer research is conducted prior to product development and promotion.

° Monitoring and evaluating the short- and long-term use of various products/ services over SOVs and the effectiveness of specific promotional efforts. This requires consistent TDM information on statewide and regional consumer behavior and usage of TDM products/services.

III. Policies

All proposed marketing activities undertaken by the Districts must support and further the policies detailed in the following pages. A marketing plan, task or activity must comply with these policies prior to being programmed for funding.

This plan, with a regionally-developed counterpart if necessary, will guide the Districts to work with their partners in developing marketing plans and budgets for inclusion in annual District TDM workplans and the Statewide TDM workplan.

The key concepts behind these policies are:

PARTNERSHIPS and GENUINE CHOICES

CONSUMER-ORIENTED INFORMATION SYSTEMS

COST-EFFECTIVE CREATIVE AND OUTREACH

RESEARCH AND EVALUATION

Policy 1: Caltrans will utilize partnerships to market genuine choices to the California traveler.

Develop broad TDM strategic planning through regional and corridor-level marketing partnerships. Regional Partnerships for Marketing (or RPMs) participants are expected to include Caltrans District offices, regional planning/funding agencies, transit and rail agencies, intercity transportation providers (e.g., airports), and other transportation service providers. Other participants may include Caltrans' rideshare contractors, transportation management associations (TMAs), large employers and others with expertise in consumer outreach/promotion of TDM services.

These RPMs are not expected to be formal, legal organizations with complex organizational charts and paid staff. They are expected to be a forum where the many transportation providers in a region can strategically assess the available products and opportunities for cooperative marketing efforts to better reach their target markets in the region, a local area, or a travel corridor to promote a seamless intermodal system and to maximize marketing effectiveness.

If a specific marketing activity does not fit an existing partnership an ad hoc partnership should be explored.

Partners must recognize the reality of some transportation options that are not fully available. Partnerships and marketing must be tailored to fit what the consumer truly has access to, both on the regional and corridor levels.

Partners must share information on successful or unsuccessful activities to aid in the cost-effectiveness of providing and marketing transportation alternatives; work together to ensure products can meet consumers' demands and expectations; and produce quality products and promotional support in order to reach the targeted consumers within their areas and market niches. Working partnerships such as these will assure the best use of limited funds and the most efficient use of taxpayer dollars.

Policy 2: A cost-effective, customer-oriented Product Information System will serve as the foundation for marketing outreach.

Regional, multi-modal information systems for marketing TDM are being developed to compile and manage information on all transportation options and systems, thereby eliminating duplicative efforts. These new consumer information systems will provide convenient, quick, and complete answers to consumers when they respond to a call-to-action from a TDM advertising campaign or promotion. Until these systems are operational, Caltrans will utilize existing, proven technology and local resources and expertise while remaining poised to take advantage of cutting-edge technologies. This approach will yield system and cost efficiencies.

Consumer-oriented marketing techniques will be used to accomplish the goals of the Statewide Strategic TDM Marketing Plan. These techniques include direct marketing efforts that are targeted to pre-selected consumer segments within specific corridors and regions. Promotional outreach will continue through rideshare contractors, TMAs, employers, and other direct distribution and sales channels.

Policy 3: Statewide, regional and corridor-level mass communications and promotions will be coordinated and tiered to drive cost-efficiencies while allowing regional discretion and initiative on a tactical basis.

Communications campaigns promoting California's various alternative modes of transportation will focus on the modes of transportation available in each region. All communications efforts will be targeted to segmented audiences, be multi-modal, regionalized and information-driven with a clear call-to-action. All activities and collateral materials including direct marketing, advertising, print and video must fit within the umbrella theme and creative approach.

Campaigns will:

° Position alternative modes of transportation as flexible, easy, reliable, fast, convenient, clean and safe,

° Inspire people to consider using alternative modes of transportation,

° Assure people that there are answers to all their questions, and

° Make it easy for people to access those answers.

Within and supporting this statewide creative approach and theme, modular components targeted for specific audiences within each region, as well as corridor-specific efforts and promotions, will be used. Specific corridor promotions, direct marketing and sales promotion remain the responsibility of the individual RPM participants and the Caltrans District offices, yet, should fit within the statewide creative approach.

Research conducted as a foundation to this marketing plan shows that more than 80 percent of California's commuter population utilize single occupancy vehicles (SOVs). Approximately 27 percent of SOV commuters (and 40 percent of all commuters) are receptive to TDM product marketing. TDM advertising and promotions must appeal to the factors by which this limited target group (27% of the SOV commuters) use to make their travel mode choice decisions. At the same time the TDM outreach needs to reassure the 65% of non-SOV commuters (i.e., 13% of 20%) that their current travel choices are better than the SOV option.

Policy 4: A standard monitoring and evaluation system will track all marketing activities.

The "Commute Index," an evaluation and monitoring system based on standard consumer research, will be used to identify overall changes in commuter attitudes, behavior and awareness of all transportation modes within geographic regions. The "Commute Monitor" evaluates the effectiveness of specific marketing promotions by applying standard methodology for collecting current transportation usage by mode within region, analyzing variances and trends, and comparing research with actual transportation data. This research allows transportation agencies and public policy makers to plan ahead and develop products and services that consumers want.

Consumer research, including that conducted by Caltrans and the annual Commute Index, must be utilized to identify specific and targeted audiences to be approached via messages tailored to those consumers most likely to sample the product being promoted.

IV. Implementation

Policy 1: Partnerships Caltrans will utilize partnerships to market genuine choices to the California traveler.

Actions To Implement

Successful transportation demand management in California involves the implementation of "partnerships". The transportation system is owned and operated by a myriad of public and private entities who must work together to effectively manage the demands on the system. The formation and/or expansion of partnerships for strategic TDM planning through regional and corridor-level marketing partnerships is a key component of the Statewide Strategic Marketing Plan. Caltrans District TDM branches are expected to lead in forming these partnerships.

The RPM members are expected to include Caltrans District offices, regional planning/funding agencies, transit and rail agencies, and other transportation services that plan for, fund, or provide TDM efforts. Organizations with expertise in consumer outreach/promotion of TDM services may also be included, such as Caltrans' rideshare contractors and transportation management associations (TMAs). Other possible partners may include organizations representing specific niche products, such as cab and shuttle services, and organizations representing consumer needs, such as large employers or bicyclists.

Marketing activities must be developed and implemented with partners in the region in order to promote a seamless intermodal system. Partners, through the RPM structure, will share information of successful and unsuccessful activities to aid in cost-effectiveness; work together to ensure transportation products can meet consumers' demands and expectations; and produce quality products and promotional support in order to reach the targeted consumers within their market niches.

Existing regional partnerships with comparable memberships may be utilized to carry out the RPM strategic activities. Partnerships may address the full range of strategic marketing activities related to "selling" single occupant vehicle alternatives to the ranging from: product design and development; product placement in the marketplace; product pricing; and product promotions. (The benefits of regional marketing partnerships are detailed in the Appendix.)

Each RPM will develop a regional TDM plan that encompasses the product, placement, price and promotion of its respective members' products and services. This includes brand product development, trial and sample promotions, brand identity campaigns, and consumer outreach sales programs. Frank evaluation and information sharing within the RPM can lead to effective intermodal TDM marketing efforts that increases vehicle occupancy and reduces traffic congestion.

Role of Caltrans

Caltrans Headquarters will support the RPMs through four specific activities: Research and evaluation, multimodal consumer information systems, creative services, and marketing services.

Caltrans Districts will have the lead in identifying participating organizations, administrating monthly meetings and assisting the RPM membership in prioritizing products/services based on the genuine availability of services and consumer segmentation profiles.

The annual regional TDM marketing plans and budgets will reinforce these policies and guide the Districts to work with their partners in developing marketing plans and budgets for inclusion in annual District TDM workplans leading to the Statewide TDM workplan and for securing FHWA approvals.

Role of Transportation Providers

Transportation providers are critical partners for the transportation products/ services they offer. For example, Caltrans manages HOV lanes and park-n-ride lots, among other products. Transit and rail agencies manage their own brands of buses and trains; local governments manage streets/roads, parking lots and bikeways; a variety of organizations, public and private, provide funding and are partners in telecommuting centers; and, employers manage their brands of vanpools and parking spaces for "purchase" by their employees and customers. Transportation providers are responsible for their product's quality and it's placement and pricing in the marketplace, as well as for brand-specific promotional activities. These responsibilities will not change because of the partnership: The partnership will allow the brand managers to market their products more cost-efficiently and effectively.

Role of TDM Service Providers

TDM service providers, including Caltrans rideshare contractors, TMAs and other transportation information providers, play a major role in RPM partnerships. They are the multimodal sales and promotional agents to employers and others. They are the outreach specialists for TDM products, services, information, and technical assistance on behalf of not only Caltrans, but also for other "brand managers" in the partnership.

Caltrans and the other transportation providers in the RPM will provide rideshare contractors and TMAs the sales tools including consumer research, promotional and informational materials on new and existing services, match list services, and examples of successful intermodal promotional efforts from other employers and transportation agencies.

Rideshare contractors, TMAs, and other TDM service providers are in direct contact with the commuter. The TDM service providers use the regional communications tools that focus on congested travel corridors to market TDM to the consumers and to intermediaries (e.g., employers). The local, face-to-face transaction is critical to the successful explanation of travel options. They make TDM accessible to the consumer.

By working together, RPM members will be able to combine marketing programs that will enhance the promotional campaigns, in turn enhancing the consumers' knowledge of transportation options.

chart Suggested RPM Participants

Policy 2: Consumer Information System A cost-effective, customer-oriented Product Information System will serve as the foundation for marketing outreach.

Developing a Multimodal Product Information System

Consumer information systems are being developed at the regional and corridor levels to provide one stop easy-to-access information. California examples include Smart Traveler (L.A.), TravInfo (S.F.), YARTIS (Yosemite), and many others.

Caltrans is working with private and public sector agencies to streamline the existing information options and develop the ability to give consumers all of their commuting options in one place, not just bits or pieces of each particular system or product. Providing comprehensive and intermodal information to consumers will help make the transportation system seamless and user friendly.

1-800-COMMUTE -- The First Call to the Future

A 1-800-COMMUTE (1-800-266-6883) telephone number is the short- to medium-term solution to give the consumer a single "place" to contact to access transportation options.

The initial demonstration of the 1-800-COMMUTE telephone number is a switching system in Los Angeles, Ventura, San Bernardino, Riverside, and Orange counties. It provides the caller with one number to call to access a wide array of transportation options. Callers select the travel mode they are interested in, and based upon the nature of the request, are automatically routed to their local multi-modal TDM service provider or local brand manager. For example, a call originating in Orange County may route to OCTA for bus information, while a call in Los Angeles County will route to MTA for bus information. All carpool matchlist requests are routed to Caltrans' regional rideshare contractor, CTS, while highway information is routed to each of the 3 Caltrans' Districts "CHIN" system. Additional telecommunications access via personal computers and information kiosks are also coming on line.

The TDM consumer information system will be implemented on a regional basis and will be introduced in stages. Caltrans' Advanced Traveler Information Systems (CAPTS) and Traffic Management Centers will work closely with the RPMs to identify the most appropriate system for their region. In some cases, feasibility studies and demonstration projects will need to be undertaken to identify these systems.

Future Information Technology

Beyond the 1-800 information telephone number, Caltrans is exploring other means of providing commuters with vital information through such media as personal and office computers, public interactive video/computer kiosks, PUC three-digit telephone numbers (e.g., 511) and 900 numbers. These are being researched for feasibility, cost, consumer acceptance and operational issues.

Statewide Information Database

Caltrans is also developing a multimodal information database system. Consumers will be able to directly link with the system, or get a receptionist/operator/direct sales staff person to access the system for them. Designed to enhance the information available throughout California today, the new system will provide:

° Comprehensive statewide and regional one stop, multi-modal transportation information. Consumers will be given information on all of their travel options including any needed intermodal transfers during the trip.

° Geographic location with origin/destination mapping, providing the ability to take specific commuter profile groups and locate them by where they live using mapping as an easy-to-read report format. Tracking of commuter changes in travel behavior can be monitored and reported.

° Consumer access to existing information systems such as traffic incident management, traffic congestion management, and road closures/delays via California Highway Information Network (C.H.I.N.), et al.

° Statewide and/or regional "brand manager" partner access to the information to regarding the information system's usage, consumer selections, cost, etc.

° Comprehensive information on commute behavior, such as profiles of consumers who use or are likely to use the information system for alternative modes such as buses, rail, bicycles, telecommuting, carpools, or vanpools, etc.

Direct Mail and Direct Marketing Fulfillment:

When a travel consumer asks for data on alternative modes, the system may respond with a personalized call/offer to "trial and sample" the specific rideshare information tailored to the individual's travel needs and the area's services and products.

The system will incorporate a response analysis tool that allows for precise tracking of incoming phone calls, analysis of geographic locale, and commuter profile type. Like a good retail store that keeps track of what merchandise is selling, this will allow Caltrans and the RPMs to track and to evaluate the success of their marketing efforts, as well as evaluate how well the transportation products and services offered are meeting the needs of the commuter. This evaluative information will be monitored and reported on a regular basis.

Policy 3: Creative Umbrella Statewide, regional and corridor-level mass communications and promotions will be coordinated and tiered to drive cost-efficiencies while allowing regional discretion and initiative on a tactical basis.

Statewide Marketing -- A Call-To-Action

Communications campaigns promoting California's various alternative modes of transportation will focus on the modes of transportation available in to each region. All communications efforts will be targeted to segmented audiences, be multi-modal, regionalized and information-driven with a clear call-to-action. All activities and collateral materials including direct marketing, advertising, print and video must fit within the umbrella theme and creative approach.

Specific corridor promotions, direct marketing and sales promotion remain the responsibility of the individual RPM members including those Caltrans Districts with TDM programs; yet, these efforts must fit within the statewide creative approach.

It is paramount that all marketing plans have a unified theme, name, logo, and approach. The statewide creative approach, which will be regionally adaptable, will deliver messages that have a greater reach and broader meaning to the consumer who previously might have believed that "ridesharing" was only carpooling.

The creative campaigns must bring a call-to-action message to the two primary audiences already identified in statewide attitudinal and behavioral research which comprise approximately 27 percent of California's SOV commuters: The Bold Beginners and the Easy Goers.

All communications efforts will be targeted to segmented audiences, be multi-modal, regionalized and information-driven with a clear call-to-action.

Overall Creative Goals

The communications approach and look is based upon attitudinal and behavioral research and is designed to:

° Communicate the realities and options of each system to the two primary segmented and targeted audiences that have been identified.

° Utilize real people that the target audiences can identify with and provide messages to overcome the real and perceived barriers for these people.

° Encourage commuters to access the information system in order to trial and sample the products.

° Provide a statewide creative approach, name, theme, logo and look that will be utilized for regional and corridor-specific multi-modal direct marketing and sales promotions.

° Develop media purchase plans by Areas of Dominant Influence (ADI) markets and targeted corridor-specific markets. In areas of market overlap, media buys will be made on a case-by-case basis.

Two Levels of Communications

There are two levels of communications programs within the Statewide Strategic Marketing Plan which share many of the same components; however, they are different in the communications tools they utilize. Their common components include: segment to the target audiences, multi-modal, regionalized/tiered, and information driven with a clear call-to-action. These are illustrated by the figure on Page 17, and is described below.

° The Creative Approach and Communications Program. Utilizes multi-media communications tools such as print and outdoor advertising and broadcast (television and radio). These communications will be regionalized and multi-modal in order to identify products in a particular area. They will be segmented to utilize real people with whom the target audience can identify and they will be information-driven with a clear call-to-action. The statewide creative approach and communications program will be provided by Caltrans.

° Regional Direct Marketing and Sales Programs. These may be implemented by the Caltrans District Offices, transportation providers, and TDM service providers and by other partnership members.

An important ingredient in direct marketing is strong outreach. These communications programs utilize the existing sales force which is comprised of rideshare contractors, TMAs, employers, universities, as well as those working directly under the brand managers.

Direct marketing and sales communications tools such as direct mail, telemarketing, special events, publicity and meetings will be segmented to the target audiences, multi-modal, and information-driven with a clear call-to-action; however, they have a greater focus on direct communications to the consumer. In order to achieve this focus they will be regional and corridor-specific in their approach and the products they market.

Where the advertising/media buys cross geo-political borders, efforts must be made to ensure each region's promotional efforts do not conflict and are mutually supportive.

umbrella chart

Policy 4: Research and Evaluation A standard monitoring and evaluation system will track all marketing activities.

This policy responds to the legislative mandate that TDM resources -- specifically marketing dollars -- be spent efficiently and effectively. To make that assessment, marketing research will monitor and evaluate TDM marketing projects at the corridor and regional level using the Commute Monitor and at the regional and State level using the Commute Index. To ensure separation between the promotion/marketing and the evaluation, the monitoring and evaluation system will be the responsibility of Headquarters working in cooperation with Caltrans Districts and the RPMs.

Establishing a standard evaluation methodology to accommodate a wide range of transportation options and marketing activities is essential to the evaluation process. Without standard research methodology, evaluating the effectiveness of similar marketing programs across disparate regions would be virtually impossible.

The Commute Monitor

The Commute Monitor methodology utilizes two main elements:

° Telephone survey research conducted among statistically representative commuters in the corridor and the region; and

° Real-world transportation data -- for example, HOV lane volumes and levels of service, HOV transit capacity and usage -- collected at the local and/or corridor-specific level will serve as a separate measurement of commuting behavior.

Local and regional planners and Caltrans will determine when and which marketing activities within that region will be evaluated under the Commute Monitor.

Timing -- Continuous Marketing Research

The Commute Monitor will operate three times each year within each region. This continuous timetable enables the research program to establish a pre-assessment -- or baseline -- of commuter attitudes, perceptions, and behaviors, regardless of the timing of the marketing program.

Then, as the marketing program unfolds, the Commute Monitor will track its progress and effectiveness allowing for mid-course adjustments and more effective program management. At each interval, the Monitor will compare changes in survey research data with changes in the real-world transportation data -- e.g., HOV lane volumes and levels of service.

The Commute Monitor regional surveys will focus on collecting data in five major areas:

Mode -- Each Commute Monitor will ask survey respondents specific questions regarding their awareness of the modes present from which the commuter may choose. For example, a given corridor may be serviced by park-n-ride lots and HOV lanes, as well as buses and light rail. The survey would establish the respondents' detailed awareness of their modal choices, their availability, frequency, etc.

In addition to awareness, the survey will assess the public's perception of each mode. For example, the survey would measure the public's perception of ridesharing's safety, cleanliness, flexibility, reliability, etc.

The Marketing Campaign -- The Commute Monitor will measure the awareness of each marketing program in a region. Are commuters aware that a promotion or program is being offered? The question goes to the root of marketing effectiveness. Secondly, the survey research will assess whether the marketing activities reached the targeted audiences.

The Commute Monitor also will test perceptions of the selected marketing programs. For example, the survey might seek to determine if the value of an incentive program enticed trial ridership on a light rail line. Because the survey research will be a highly targeted as the corridor-specific marketing, the Commute Monitor will add a qualitative dimension to the raw numbers of the real-world transportation data. The Commute Monitor will determine which promotions generate greater usage, thereby assisting in the planning process for marketing as well as providers of transportation services.

Stated Effect -- Through survey research techniques, the Commute Monitor assesses the effect of marketing activities on commuters -- as stated by the commuters themselves. Respondents' stated effect of marketing activities on their commuting behavior will be identified through a series of questions which cross-examine the stated effect from several different perspectives.

For example, the Commute Monitor will seek to pin-point and quantify, as nearly as possible, whether the marketing activity or some external events had a greater impact on commuters' mode choices.

Stated Behavior -- The Commute Monitor will identify commuters' behavior at the corridor level. The regional surveys will address the issue of historic commute behavior for a relevant time frame. And, as the Commute Monitor will be conducted three times annually, the regional surveys will identify respondents historic commute behavior with relative accuracy. Furthermore, subsequent waves of surveys will "panel back" to previous respondents in order to examine their commute behavior over the span of the marketing activity taking place in the corridor or region.

These stated behavior data will be analyzed for any variance with real world transportation data.

Real World Transportation Data -- The Commute Monitor will include transportation data collected at the local and regional level simultaneous to the survey research. For example, if the Commute Monitor focuses on a park-n-ride lot and HOV programs conducted in a specific corridor, then the Commute Monitor will incorporate the parking lot usage, lane volumes and levels of service data.

Sampling Methodology

Each wave of the regional Commute Monitor survey research will be conducted among 900 randomly selected, statistically representative commuters in the region. That sample of 900 commuters will include:

° 300 interviews accessed by random-digit dialing;

° 300 interviews drawn randomly from commuters who contacted local transportation service providers and/or ridesharing/transportation information services (e.g., the 1-800-COMMUTE telephone access); and

° 300 "panel back" interviews selected randomly from respondents of previous waves of surveys, thus ensuring the capability to track commuter behavior over time.

Specific, local/corridor level campaigns may require some minor adjustments to the sampling methodology. Examples might be targeting a Spanish-language-only campaign, or an emergency response campaign along certain travel corridors. In these instances the evaluation methodology will include the standard features of the Commute Monitor and the sampling methodology will include both pre-and post-surveys of the targeted market groups/geography. The evaluation and sampling methodologies must be consistent with regional TDM marketing plans and an integral part of local/corridor campaign proposals.

The Commuter Index

Unlike the Commute Monitor, which evaluates the effectiveness of marketing activities at the corridor and local level, the Commuter Index will be a large, broad-scale annual survey conducted on a statewide basis for the purpose of monitoring commute behavior and the effectiveness of strategic marketing.

° The annual Commuter Index will provide marketing data on commuters' attitudes and behavior consistent with the need for monitoring and evaluation as stated in Caltrans' policies.

° The Commuter Index will test consumer satisfaction with existing transportation services.

° The Commuter Index will analyze variances in data from survey research and real-world transportation data collected across the state simultaneous to the survey.

° The Commuter Index will evaluate the effectiveness of marketing toward targeted the primary audiences: Bold Beginners and Easy Goers. While the Commuter Index will not re-create the original segmentation research, the annual survey will address a number of issues raised in that survey, including potential changes in the attitudes, perceptions, motivations, and behaviors of target audiences.

Sampling Methodology

Similar to the sampling for the localized Commute Monitor, the Commuter Index will be conducted among large samples in each of the four regions. The samples will consist of 900 interviews in each region, large enough to analyze data at the regional -- and even sub-regional -- level.

Like the sampling methodology used for the local Commute Monitor, the Commuter Index will use samples within each region. The sample will be drawn from three separate sampling sources in each region.

° The Commuter Index will conduct 300 interviews in each region among random-digit dialed commuters.

° The Index will also conduct 300 interviews among commuters who have responded to a "call-to-action" (e.g., 1-800-COMMUTE telephone number for information, etc.).

° Lastly, the Commuter Index will include in each region 300 randomly selected respondents to previous surveys.

Insert "Glossary of Marketing Terms" here

Insert "Glossary of Marketing Terms" here

APPENDIX B. Situation Analysis: The System and Consumer

The following information is provided as a backdrop for the Strategic Statewide Marketing Plan.

The Situation Analysis is intended to provide a snapshot of how the transportation system is operating today. It accesses the full range of strategic marketing activities related to single occupant vehicle alternatives ranging from product design, placement, and pricing through promotion. While the policies contained in the Strategic Statewide Marketing Plan follow accepted marketing practices, they are specifically tailored to address the issues described in this Situation Analysis.

TDM PRECURSORS TO PARTNERING

Growth in population and automobile-based, low-density land development has resulted in commute patterns that surpass the transportation system's capacity. Because of this growth, public policy mandates have been developed to reduce congestion, conserve energy, improve air quality, and distribute transportation products/services in a fair and equitable manner. Over the past twenty years Caltrans, through efforts by its ridesharing contractors, has successfully created a general awareness of ridesharing as a travel option for many commuters. Today, efforts at many levels of government are being made to better integrate all travel modes into a true intermodal transportation system.

What Is My Neighbor Up To?

More than 600 public sector agencies and many more private sector firms are involved with California's surface transportation system. Some of these agencies are multi-modal, while other provide mode-specific transportation products or services (e.g., roads, railroads, transit services) or are geographically limited (city public works departments). Some agencies provide a wide range of services, including planning, funding, construction, operation, maintenance and alternative mode placement, or various combinations of these. Many of these agencies have independent marketing efforts for their jurisdictions and products.

Unclear Roles

Over time both transportation providers and consumers have become unclear about the roles of Caltrans, the various agencies and entities involved in ridesharing and other public sector agencies. This also is true among TDM service providers including rideshare information providers (e.g., RIDES, Berkeley Trip Commute Store), traditional non-SOV modes (e.g., transit and rail services, bicycle coordinators) and other TDM service delivery and/or funding organizations (i.e., TMAs, telecommuting centers, air quality districts).

Barriers

Barriers to inter-agency cooperation emerged over the years as agencies with various TDM products competed among themselves for consumer support and limited government funding. Missions and goals distinct from one another developed based upon the public policy and legislation that created or funded the agency. Barriers to communications and planning often emerged due to different operational criteria and audiences served, lessening the consumers ability to use non-SOV transportation services due to inadequate intermodal connections and information.

The California transportation system today lacks sufficient coordination among the many marketing programs, products and services being offered. There is no single source of information for the user that pulls all of these agencies, services, and products together, either on a statewide or regional basis. Caltrans Districts need to understand the marketing plans of other Districts and the statewide "modal" divisions, how they are marketing their products, and importantly, what works and what does not work.

The research going into the Strategic Statewide Marketing Plan inventoried what transportation "products" currently exist on a region-by-region basis. These multimodal "Regional Profiles" have been given to each District TDM unit. In the past intermodal profiles of transportation products and services had not been compiled or shared between transportation funders and service providing agencies. There is a critical need to further identify how frequently and efficiently various transportation products are being used, on both regional and corridor-levels, in order to integrate the various transportation options into a single transportation system.

Lack of coordination results in consumer confusion, a deficit of useful information and information-sharing, a duplication of marketing efforts, and inefficient use of both public and private sector funds. Consequently, consumers do not believe that the transportation system is accessible for non-SOV alternatives or that it will work for them.

Commuter Confusion: Information Congestion

If a commuter needs to combine services from two different agencies, or wants to compare services, the information provided will most likely arrive on two different timetables, in different formats, with different contacts for more information, and from the outset, require different initiating phone numbers. This is compounded with intermodal trips, such as traveling by bicycle and bus, or bicycling or walking to a park-n-ride lot to board a vanpool, or connecting bus and train schedules. Convenience and ease of understanding are lost -- discouraging the commuter from sampling the alternatives to the SOV.

Multiple telephone service numbers for various information services and agencies create consumer frustration and rarely inform consumers of all of their transportation options. In 1993 California transit and rideshare agencies had 32 different 1-800 telephone numbers in operation, plus dozens of individual "local" telephone numbers. This does not include other TDM-related organizations such as air quality districts, metropolitan planning organizations (MPOs), or Transportation Management Associations (TMAs).

Few, if any, transportation providers have consumer information available via personal computer/bulletin board systems or public kiosks for direct access by consumers.

Who Is Measuring and What Is Being Measured?

Part of the research going into the Strategic Statewide Marketing Plan consisted of compiling an annotated bibliography on TDM marketing experiences. Comprehensive data regarding the traveler's behavior in terms of alternative modes are unavailable for transportation agencies to prepare TDM marketing plans. It is also unclear which promotions have an effect on consumer selections. Despite the absence of these data, funds are spent to promote transportation services with little or no understanding of the effectiveness of the promotions. There is no yardstick for measuring success or failure. No one knows whether consumers are leaving their SOVs in favor of an alternative form of transportation, or just moving from one alternative to another. Little is known about the longevity of mode choice decisions.

Consistent measurements are lacking about consumer intent to "purchase" the product before and after promotional efforts are conducted at the local and regional level. Consequently, there is a lack of information for coordinated multimodal TDM marketing planning at the regional level.

In the Southern California region and in the San Francisco Bay Area, annual "baselines" of commuters' attitudes and behaviors on transportation services were initiated by Caltrans' ridesharing contractors for planning and marketing purposes. Outside of these urban areas, consumer indices are not available.

What Is the Message? Who Is the Audience?

Previous statewide advertising and promotional campaigns often lacked buy-in from local and regional transportation agencies and were not systematically evaluated for effectiveness. Basically, these campaigns communicated the message that ridesharing was a good thing to do. In essence, the campaigns created awareness but lacked an effective call-to-action to sample transportation alternatives, and these campaigns were not supported by transportation providers able to measure behavior change.

THE ROLE OF MARKET RESEARCH

The Strategic Statewide Marketing Plan is based on research of who the California commuter is, what motivates him/her to use alternative modes of transportation, and the quality of products and services commuters demand. Without this understanding, TDM marketing is done in a vacuum. Most travelers do not consider using non-SOV transportation modes because the alternatives either simply do not exist, or do not meet the consumer's personal quality requirements. Until non-SOV transportation providers can overcome these limitations, their products will not be competitive. If marketing attempts to lure consumers with false promises or inadequate products, the consumers will become even less likely to believe future campaigns. Therefore the marketing outreach efforts need to focus on those locations where quality alternatives to SOV travel do exist, and target those consumers who are most open to sample the alternative being promoted. Without consumer research to understand the public's quality demands, a disproportionate number of commuters will continue to rely on solo occupant vehicle trips.

In order to create an understanding of transportation services that will result in a change in behavior there must be a clear understanding of what motivates consumers. Caltrans conducted extensive consumer research n 1992 to segment the California commuter market, to determine commuter values and perceptions and priorities in making choices, and to determine what works and what does not work.

What the California Commuter Wants

More than 80% of California commuters identified the following transportation characteristics as primary motivators for selecting their commute method:

° Reliability (you can count on it to get you there on time)

° Speed (the quickest way)

° Control over own schedule

° Flexibility

° Comfort, cleanliness and safety

° Convenience (located near trip origin and destination)

° Easy to arrange

Commute modes must be perceived as providing maximum flexibility in order for commuters to control their own schedules. Efficient, stress-free delivery of commuters to their ultimate destination is a prime motivating factor. Commute modes must address the sense of solitude for commuters who spend commute time on inward reflection. Modes also must address the issue of personal safety and security to eliminate the fears of the passengers who are frightened by strangers or using public transportation alternatives.

Cost: A Secondary Motivator

For those with personal vehicles and discretionary income that allows SOV use, the attitudinal research found that cost was not a determining factor, but rather a secondary motivator in choosing an alternative mode of transportation. Promotional subsidies were found to alter mode choice on a short-term basis; however, there is no evidence that these subsidies sustain long-term or permanent behavioral change. Current demonstrations regarding pricing (e.g., congestion pricing projects in Orange County and on the San Francisco-Oakland Bay Bridge) could lead to cost becoming a more decisive factor that may impact sustained mode change.

Environment: Another Secondary Motivator

The awareness of the comparative benefits alternative transportation methods bestow on the environment are very high, yet the environment is not strong enough as a motivator to change most commuters travel choice. This was also discovered in government attempts to promote recycling. While environmental concerns were part of the recycling message, recycling as a part of the California lifestyle did not find widespread participation until consumers found it convenient through curbside pickup and easily accessible neighborhood drop-off centers.

Information Please -- Give Me A Reason

Even when certain segments of the population are identified as willing to sample specific services promoted to meet their needs (quality requirements), they do not know how to access the services they are most interested in trying. It is crucial to approach these target consumers with information about the variety of mode alternatives and to identify those alternatives which are compatible with the individual's work-related and personal needs.

Segmenting the Marketplace

The entire population is not and should not be the audience for promoting behavior changes from SOVs to alternative modes. The audience must be segmented with focused messages and calls to action. The 1992 consumer research identified those who would be most likely to trial and sample various products/services and to repeat their usage if the experiences are positive. Also, the research identified those commuters who would not, for a variety of reasons, try the existing alternative modes within the transportation system.

Who Are the California Commuters?

The 1992 Caltrans consumer research identified a total of five TDM market segments:

° The Bold Beginners (31% of California commuters and 20% of SOV commuters)

° The Easy Goers (9% of California commuters; 7% of SOV)

° The Efficiency Driven (22% of California commuters)

° The Autopilots (15% of California commuters)

° The Very Independents (23% of California commuters)

The Primary Targets

Two primary audiences emerged within these five segments -- people who would be most willing to try something different and, hopefully, adopt it permanently. These target audiences do not conform to demographic profiles. The two primary target audiences comprise 40 percent of the population, and 37 percent of the current SOV users. (Note: Of the 20 percent of the population currently "ridesharing", more than half - 54 percent - are very willing to switch between "ridesharing" whenever another alternative is offered/promoted.)

°Bold Beginners (31 percent of all commuters - 20 percent of SOV commuters) The Bold Beginners would like someone else to assume some of the responsibility for their commute to work. Bold Beginners are consciously seeking a less stressful, more efficient, and more environmentally conscious mode of travel. Bold Beginners are generally younger, unmarried people who are still willing to try new things. This group is likely to carpool, bike, or ride the train, and will switch modes relatively easily and often.

°The Easy Goers (9 percent of all commuters - 7 percent of SOV commuters) The Easy Goers are the most passive of the five segments and as their name suggests, they usually go with the flow. Easy Goers appear to be receptive toward alternative modes of transportation because it alleviates at least some of the complex planning and stress of driving alone or allows them to take more of a passive role toward commuting. Easy Goers are not highly concerned with the issue of personal control in life in general, or with efficiency, timeliness, or control over one's schedule as it relates to commuting. They are not motivated to use alternative modes of transportation by any great social or environmental concern.

A Secondary Target

°The Efficiency Driven (22 percent of all commuters) The Efficiency Driven may in some cases be a secondary audience for TDM marketing and outreach. They are very open to information, and are willing to "trial and sample" if they believe the alternative modes meets their needs. If it fails them; however, they will never try it again.

This group is the most concerned with control, reliability and flexibility of all five groups, and have the highest quality demands for their travel mode choices. It is very important to the Efficiency Driven to personally assume responsibility and control of all aspects of commuting to work -- flexibility, image, safety, timeliness, and stress level. They have structured and focused personalities, and unlikely to be willing to change their behavior.

The Efficiency Driven segment would be more difficult to motivate because they are so demanding about the features and benefits they expect from their commute modes. They may be candidates for carpooling or rail, as they perceive these modes to be safer, more efficient, and image-conscious. They are, however, interested in alternatives to driving alone. If the Efficiency Driven sample a product and it meets their high standards, then they are a very good secondary target.

Non-Targets

Two segments -- the Very Independents and the Autopilots -- are unlikely to adopt alternative transportation and, in all likelihood, cannot be persuaded to do so. Because of the characteristics of these segments, it is of significantly lower resource value to market alternative commute methods to them.

°Very Independents (23 percent of all commuters ) Very Independents are the most autonomous of all the target segments. Self-reliance and independence are very important to this group and, therefore, they are most likely to drive alone. The Very Independents prefer to be in control of their commute and life in general. They are more likely to drive alone because the mode allows them the most independence and they prize their freedom. This group tends to be highly-educated business executives, technical or skilled white-collar workers.

°Autopilots (15 percent of all commuters) Although Autopilots do not enjoy driving, most tend to drive alone. Autopilots drive alone based on habit or an automatic response. This group is the least concerned with the issues of control, flexibility, stress, and the environment as they relate to commuting. Since they are least motivated by these issues, they are also least likely to use an alternative mode of transportation. Autopilots have a high representation of Caucasians between 45 and 64 years of age without children.

The Bottom Line

There are limited alternatives to the SOV in many areas. Where alternatives exist, usually in more urban areas, consumer perceptions about poor product quality persist. Where alternatives exist that may be competitive with the SOV, the complexity of multiple agencies often leads to a disjointed transportation system. Unfortunately, the customer -- the California commuter -- is not always aware of the products and services available and does not know how to access information about the commute methods or how they can fit their lifestyles.

It is important that TDM marketing efforts focus upon those commuters who are most receptive to changing their behavior versus trying to change the commute behaviors of the total commute population. Those who currently drive alone and those who use alternative transportation share the same needs when choosing a commute alternative. Therefore, changing their behavior should not be difficult to do if a genuine mode choice supporting either personal or work-related values is available.

APPENDIX C. Summary of Consumer Research

° Consumers know what options exist and will make wise decisions when it comes to choosing a mode of transportation.

° Consumers will make mode choice decisions that are in their own best interests and do not know all the options available to them.

° Provide critical information on consumers to guide development of the strategic statewide marketing plan.

° Define marketing themes from the point of view of the consumer.

° Examine current consumer attitudes, opinions and perceptions and their link to mode choice behavior.

Research Approach

1. Understanding The Consumer/Commuter Environment

° Values, perceptions, and priorities in mode selection

2. Strategy Development

° Identify the optimal audience groups for target marketing

3. Performance Evaluation

° Program monitoring and diagnostic feedback

Research Considerations

° Review of existing literature and category research.

° Evaluate regional transportation infrastructure.

° Obtain input from key ethnic audiences.

° Focus on "bottom-up"/consumer marketing issues.

° Budgetary constraints.

A Three Phase Program

Phase One: Qualitative Research

° One-on-one "Laddering" interviews

° Ethnic focus groups

Phase Two: Commuter Segmentation Study

Phase Three: California Commute Report Card

Phase One -- Qualitative Research

° Conduct an in-depth exploration of the motivators and barriers in mode selection.

° Compare and contrast attitudinal differences between those using alternative modes ("Ridesharers") and those who do not ("Drive Alones").

° Explore culturally-specific mode choice issues among key ethnic audiences.

° Generate ideas and hypotheses for further investigation in quantitative study.

° Fifty in-depth, one-on-one interviews with adult commuters in Northern and Southern California.

° Each interview lasting from 1/2-2 hours among mix of "Drive Alones" and "Ridesharers".

1. Attributes - the tangible or intangible features of a product or service.

2. Benefits - the enhancements to a person's life that the product features provide.

3. Values - deeply held psychological convictions which underlie and motivate a person's general course of behavior and decision-making.

° Nine ethnic focus groups conducted among African-American, Latino, Chinese, Filipino, Korean and Vietnamese audiences in Northern and Southern California.

° Equal mix of "Drive Alones" and "Ridesharers".

° Commuters are living in an increasingly complex and hectic world.

° All commuters say they need flexibility and want to get to work as quickly as possible.

° Productive time is seen as the ultimate commodity.

° All commuters want to minimize stress -- the major inhibitor to productivity.

"Drive Alones"

° Perceive having few alternatives available.

° Limited experience with alternatives/lack of information.

° Fear of unknown/negative expectations about alternatives.

° Little guilt about driving alone.

° Concern for personal issues over societal needs.

"Ridesharers"

° Experienced and knowledgeable about mode options.

° They know what to expect.

° They know how to make the system work for them.

° Economic considerations can impact choices.

° More active concern for the environment and other societal issues.

The primary and secondary criteria used by "Drive Alone" and "Rideshare" commuters are often the same criteria.

"Drive Alones" "Ridesharers"

°Flexibility/Control °Flexibility/Control

°Efficiency/Speed °Efficiency/Speed

°Isolation/Privacy °Expenses

°Safety/Security °Environment

"Drive Alones" "Ridesharers"

°Expenses °Safety/Security

°Environment °Can do other things

Flexibility and Control

° All commuters need flexibility and freedom to alter their commute times.

° Particularly true for workers in service jobs that require flexibility to meet customers' needs.

° Commuters who use alternative modes need the same flexibility to adjust their schedules that "Drive Alones" claim are keeping them in their SOV behavior.

° "Ridesharers" get flexibility by choosing a mode that best suits their particular situations.

Safety

° Most "Drive Alones" think of safety in terms of freedom from personal attack by other commuters.

° Most "Drive Alones" have never taken alternative modes and have a "fear of the unknown" and concern about the dangers of commuting with "other people".

° "Ridesharers" are also concerned with safety, but they tend to think of safety in terms of protection from vehicle accidents.

° "Ridesharers" are also concerned with their personal safety, however, they know what to expect and take precautions.

Privacy

° "Drive Alones" feel that if they rideshare they will have to socialize with other riders.

° "Drive Alones" view conversation as a serious liability of ridesharing.

° Some "Drive Alones" feel that even on mass transportation they would be distracted by other riders.

° "Ridesharers" generally do not feel pressured or tempted to focus their attention on other commuters.

Expenses

° "Ridesharers" are driven by financial considerations to a greater extent than "Drive Alones".

° Those who are less likely to continue ridesharing tend to be commuters whose financial situations improve enabling them to purchase their own car.

° Although driving alone is expensive, "Drive Alones" afford to pay for car payments, insurance, maintenance, parking, etc. and they feel that the benefits of driving alone outweigh the costs.

Environment

° Commuters who rideshare have a greater concern about the environmental effects of driving alone than the "Drive Alones".

° "Drive Alones" are concerned about pollution and would prefer a mode of transportation that is better for the environment.

° But, the "Drive Alones" need for independence and control over their schedules is stronger than their need to contribute to solving air pollution problems.

° "Drive Alones" justify their position by involving themselves in other environmentally-friendly activities like recycling household disposable products.

° In general, ethnic commuters share similar needs, motivations and values related to mode choice with general market commuters.

° Ethnic commuters have a greater reliance on public transportation; they know how to use the system and what to expect.

° Ethnic commuters also have a greater sense of community involvement and obligation; foreign-born commuters appear more likely to extend themselves to others in need of transportation.

° Perceptions must be addressed if SOV behavior is going to be changed.

° Among "Drive Alones" there appears to be little pent-up demand for alternative modes and limited motivation to change behavior.

° "Drive Alones" appear to be unaware of their options and lack accurate information on how to do it and what to expect.

° "Drive Alones" and "Ridesharers" do share some common ground on mode selection criteria, but the lack of mode experience appears to be a major inhibitor to consideration and trial.

° There appears to be a strong connection between mode selection and personal/work-related values, a connection that could enhance or dampen consideration of alternative modes.

Phase Two -- Segmentation Study

° Develop a clear and valid understanding of the broad California commuter marketplace.

° Profile distinct commuter audience segments.

° Identify "optimal" target audience segments that offer the greatest potential for TDM marketing.

° Provide input for the development of TDM marketing strategies and messages intended to reach the desired target segments.

° Telephone interviews among 2,100 adult commuters.

° 400+ surveyed in each of five broad geographic areas:

· Los Angeles, San Diego, San Francisco Bay Area, and Sacramento

· Other Areas Throughout California

° Sample included responses from key ethnic audiences.

° Areas of inquiry included:

· Demographics

· Commute characteristics/volume

· General lifestyle attitudes and opinions

· Mode attributes and desired benefits

° Nearly all commuters have access to a vehicle.

° Majority "claim" they need a car for work.

° Nearly half describe commute to work as easier than last year.

° Familiarity and experience with alternative modes are limited.

° Majority are not likely to use alternative modes in next two years.

° But, nearly two out of three expressed some receptiveness as to information on alternative modes.

° Strongly held beliefs (held by 80% or more of commuter population):

· Caring for the environment

· Punctuality

· Efficiency with time

· Desire to be in control

· Desire to experience full life

· Gregariousness/Sociability

· Necessity of time alone to reflect and organize thoughts

° What commuters want in a commute mode (desired by 80% or more of commuters):

· Reliability (You can count on it to get you there in time)

· Speed (It is the quickest way possible)

· Control over own schedule

· Flexibility

· Comfortable, clean and safe

· Located conveniently to trip origin and destination

· Easy to arrange

° Defining The Optimal Target:

· Account for substantial amount of SOV behavior

· Potentially receptive to TDM marketing efforts and/or a willingness

to try alternatives

· Represents substantial portion of overall commuter population

· Share common characteristics with each other

· Are efficient to communicate with/reach

° Commuters are as diverse as population.

° Commute characteristics do not have a predictive relationship with mode attributes or usage.

° General opinions/attitudes and mode attributes/benefits are keys to cohesive segmentation strategy.

° Regional and ethnic audiences follow statewide segmentation profiles.

Group % Of Total % Of SOV % of Ridesharing

Commuter Population Population Population

"The Bold Beginners" 31 29 40

"The Very Independents" 23 24 20

"The Efficiency Driven" 22 24 9

"The Autopilots" 15 15 17

"The Easy Goers" 9 8 14

Total 100% 100% 100%

"The Bold Beginners" (31%)

° Very frustrated with commute.

° Would like to find an easier way to work/reduce stress.

° Willing to try something new.

° Would like someone else to take responsibility for commute.

° Most likely to have carpooled, taken the bus or biked.

"The Very Independents" (23%)

° Pragmatic and self-reliant.

° Set high personal standards.

° Need to maintain control and schedule flexibility.

° Do not want to rely upon others.

° Hate wasting time/want to get there quickly.

° Unlikely to use alternative modes/most likely to drive alone.

"The Efficiency Driven" (22%)

° Want an orderly, structured and predictable life.

° Looking for ways to reduce stress.

° Frustrated with the work commute.

° Most concerned about having control/not relying on others.

° Hate wasting time.

° Most open to information about alternative modes.

"The Autopilots" (15%)

° Not frustrated with the commute.

° It is part of their daily routine.

° "Get the job done" mentality.

° More Caucasians and older.

° Most likely to drive alone.

° Least likely to use alternative modes.

"The Easy Goers" (9%)

° Passive personality/easy going.

° Less need to be in control.

° Not overly accomplishment-oriented.

° Not concerned with mode image.

° Find commute difficult, but manageable.

° Most likely to use alternative modes in future. Least likely to drive alone.

° Younger males, skilled labor and service workers.

° Most promising -- "The Bold Beginners"

· largest group

· open to new modes

° Secondary -- "The Easy Goers"

· small, but reachable

· inclination to alternative modes

· can capture without a special effort

° Tertiary - "The Efficiency Driven"

· large group

· open to information

Drive Alone Rideshare TOTAL

"The Easy Goers" 74% 26% 100%

"The Bold Beginners" 79% 21% 100%

"The Autopilots" 81% 19% 100%

"The Very Independents" 87% 13% 100%

"The Efficiency Driven" 93% 7% 100%

° Convincing Californians to alter their "drive alone" behavior is and will continue to be an ambitious task.

° But through effective target audience and message segmentation, there is an opportunity to impact perceptions and beliefs related to mode selection criteria.

° Consumer marketing efforts need to address the need for accurate information to minimize "fear of the unknown" and overcome perceptual barriers to mode trial.

° Further, alternative modes need to be positioned as compatible with the commuters' personal/work-related values.

° Marketing must focus on satisfying the commuters' personal agenda.

APPENDIX D. Regional Partnerships for Marketing: Benefits

Regional Partnerships for Marketing (RPMs) link brand managers and provide the opportunity to jointly utilize service research, creative materials, marketing information systems, and regional marketing and promotional support. Additionally, private sector entities such as "transportation management associations" and "employer networks" will be able to access one source for multimodal assistance and direction.

Benefit 1:

Caltrans will provide RPM members with in-depth statewide and regional segmented consumer market research, the annual Commuter Index and the Commute Monitor:

° the database of consumer research about who the customer is and what transportation services they want; segmentation that identifies targeted commuter groups.

° Commuter Index -- Annually updated, this major survey will update consumers' attitudes, perceptions and behavior related to transportation products. This index provides policy makers with information to base product enhancement decisions.

° Commute Monitor -- Implemented three times annually by region to evaluate promotional campaigns, the Monitor will provide scientifically valid information regarding the success of each program in changing consumer behavior. This information will allow regions to more effectively target limited marketing dollars, and modify services to fit the customers' needs.

Benefit 2:

Caltrans will provide RPM members with statewide marketing creative concepts to fit regional/local market conditions.

Corridor-specific direct marketing and sales promotions will be coordinated between Caltrans Districts and RPM members. These marketing efforts will be targeted to segmented audiences, multi-modal and information-driven with a clear call-to-action.

The elimination of duplicative efforts, as well as cost savings for direct marketing services and production, will occur. Additional creative for regional promotions and brand identity campaigns within the statewide approach and look will be available to brand managers. In partnership with RPM members, Caltrans will design the product promotions and jointly determine the allocation of statewide TDM marketing dollars for multimodal TDM promotions.

Benefit 3:

Caltrans will assist RPMs in the development of regional product information systems, including a 1-800 switch system that will refer callers to local agencies; thereby, reaching targeted audiences more frequently at a greater cost savings on a per commuter basis.

Benefit 4:

Caltrans will provide staff services to RPMs for developing regional marketing plans and cross-regional promotional coordination.

Caltrans will be responsible for scheduling and coordinating regular meetings so provide an open-ended communications channel among all RPM members. Additionally, Caltrans will be responsible for monitoring and sharing the activities of the other RPM regions. Activities that work will be shared; if something does not work, that will also be communicated. The best will be replicated. What does not work will be discarded.

Benefit 5:

More cost-effective use of taxpayer dollars.

Tremendous cost savings can occur when the wheel is not re-invented. Also, coordinated regional marketing plans will save money and avoid duplicative planning time/services.