2011 marketing plan Jan 19 2011 marketing plan dec29 ACKGROUND OC Transpo 2011 Marketing Plan...

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Transcript of 2011 marketing plan Jan 19 2011 marketing plan dec29 ACKGROUND OC Transpo 2011 Marketing Plan...

  • TA B L E O F C O N T E N T S

    1 . S T R AT E G Y A N D O B J E C T I V E S1.1 Brand revitalization . . . . . . . . . . . . . . . . . . . . page 1-21.2 Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 1-31.3 Reliability . . . . . . . . . . . . . . . . . . . . . . . . . . . page 1-31.4 Wayfinding. . . . . . . . . . . . . . . . . . . . . . . . . . page 1-41.5 Service design. . . . . . . . . . . . . . . . . . . . . . . . page 1-41.6 e-Transpo . . . . . . . . . . . . . . . . . . . . . . . . . . . page 1-51.7 Affordability . . . . . . . . . . . . . . . . . . . . . . . . . page 1-51.8 Advertising revenue . . . . . . . . . . . . . . . . . . . page 1-61.9 Partnerships and sponsorship . . . . . . . . . . . . page 1-61.10 Market research . . . . . . . . . . . . . . . . . . . . . . page 1-7

    2 O T TA W A M A R K E T - B A C K G R O U N D2.1 Transit usage. . . . . . . . . . . . . . . . . . . . . . . . . page 2-12.2 Reliability and convenience. . . . . . . . . . . . . . page 2-22.3 Affordability and fare payment . . . . . . . . . . . page 2-32.4 Demographic change . . . . . . . . . . . . . . . . . . page 2-52.5 Communication media . . . . . . . . . . . . . . . . . page 2-62.6 Customer satisfaction . . . . . . . . . . . . . . . . . . page 2-7

    3 R I D E R S H I P A N D FA R E R E V E N U E3.1 Ridership . . . . . . . . . . . . . . . . . . . . . . . . . . . page 3-13.2 2011 fare level . . . . . . . . . . . . . . . . . . . . . . . page 3-23.3 Tickets . . . . . . . . . . . . . . . . . . . . . . . . . . . . . page 3-53.4 Cash fares. . . . . . . . . . . . . . . . . . . . . . . . . . . page 3-63.5 Student U-Pass . . . . . . . . . . . . . . . . . . . . . . . page 3-63.6 Concession fares. . . . . . . . . . . . . . . . . . . . . . page 3-93.7 Community pass. . . . . . . . . . . . . . . . . . . . . page 3-103.8 Reward programs . . . . . . . . . . . . . . . . . . . . page 3-11

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  • TA B L E O F C O N T E N T S ( C O N T I N U E D )

    4 N O N - F A R E R E V E N U E4.1 Static display advertising. . . . . . . . . . . . . . . . page 4-14.2 Dynamic advertising . . . . . . . . . . . . . . . . . . . page 4-24.3 Print advertising . . . . . . . . . . . . . . . . . . . . . . page 4-24.4 Partnerships and sponsorship . . . . . . . . . . . . page 4-24.5 Park & Ride. . . . . . . . . . . . . . . . . . . . . . . . . . page 4-34.6 Charter services . . . . . . . . . . . . . . . . . . . . . . page 4-44.7 Sundry revenue . . . . . . . . . . . . . . . . . . . . . . page 4-4

    5 B R A N D D E V E L O P M E N T A N D M A R K E T I N G C A M P A I G N S5.1 Brand revitalization . . . . . . . . . . . . . . . . . . . . page 5-15.2 Image and social marketing . . . . . . . . . . . . . page 5-25.3 Navigation and wayfinding. . . . . . . . . . . . . . page 5-35.4 Targeted campaigns . . . . . . . . . . . . . . . . . . . page 5-35.5 e-Transpo . . . . . . . . . . . . . . . . . . . . . . . . . . . page 5-5

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  • BA

    CK

    GR

    OU

    ND

    O C T r a n s p o 2 0 1 1 M a r k e t i n g P l a n

    Marketing strategy and activities play an important role in attracting and retaining public

    transit riders in Ottawa, by optimizing the mix of price, product, service delivery and pro-

    motion in a way that will satisfy consumer needs for mobility as well as achieve the best

    possible balance between revenue and cost. Revised annually, the plan considers oppor-

    tunities in the market resulting from changes to the transit products and services we offer,

    as well as changing consumer needs, attitudes, and trends in purchasing behaviour.

    Transit marketing strategies are designed to grow ridership in a way that also improves

    revenue, toward increasing transit modal share. The marketing plan is intended to cre-

    ate sustainable and affordable growth in transit usage over the long term.

    For 2011, marketing activities at OC Transpo have been aligned with strategic planning

    and development, with the expectation that the annual marketing plan will clearly align

    with the orientations set forth in OC Transpos Business Plan.

  • 1 S T R A T E G Y A N D O B J E C T I V E S

    The OC Transpo Marketing Plan for 2010, published in October 2009, outlinedobjectives and strategies designed to restore ridership after the 2008-2009 busstrike.

    Shifting market conditions in 2009 also influenced much of the strategic thinkinggoing into 2010 that, for OC Transpo to succeed, we could not rely on thefavourable influence of economic growth and high gas prices that had characterizedthe market in 2008 and earlier. Between 2001 and 2007, there had been an averageannual increase in public transit ridership of 2.0 %, and in 2008 ridership growthprior to the strike was 5.0% over 2007 levels.

    Employment levels, which drive over 90% of all transportation demand, are nowrecovering slowly. In late 2010, it is clear that ridership has recovered from the 2008-2009 labour strike, and OC Transpo is again in a position to build on patterns ofgrowth established since 2001.

    A prime opportunity exists in 2011 to conduct social marketing campaigns that revi-talize the OC Transpo brand and reinforce the essential nature of transit in everydaylife. Marketing strategies in 2011 will focus on the following:

    brand revitalization safety reliability wayfinding optimized service design e-Transpo affordability advertising revenue community partners and sponsorship market research

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    Ridership and employed labour force

    1.0

    year

    201020001999 2001 2002 2003 2004 2005 2006 2007 2008 2009

    460,000

    490,000

    520,000

    550,000

    580,000

    610,000

    640,000

    670,000

    700,000

    60

    65

    70

    75

    80

    85

    90

    95

    100

    105

    110

    Employed Labour Force

    Transit Ridership

    Emp

    loye

    d L

    abou

    r Fo

    rce

    Nat

    iona

    l Cap

    ital

    Reg

    ion

    OC

    Tra

    nsp

    o R

    ider

    ship

    (mill

    ions

    )

    730,000

    760,000

  • 1.1 Brand revitalization

    All marketing decisions ultimately must refer back for validation to a long term visionand brand promise - to a positioning statement. A marketing priority in 2011 is todevelop a service identity framework and definition of the OC Transpo brand hier-archy, that properly frames these decisions and allows them to be made with bothshort-term and long-term impacts in mind.

    Service and market development over the next few years must reflect some funda-mental changes that are on the horizon for OC Transpo:

    i) Navigation and information systems are shifting to dynamic, real-time servic-es that require less preparation by riders i.e., less requirement for trip-by-tripadvanced travel plans. On-bus GPS and mobile communication capabilities arein place; a station-to-station navigation model is under development. Thisremodelled information infrastructure will change many of the most commonbrand touch-points for OC Transpo riders, and will express much of the prom-ise that OC Transpo service is reliable and easy to use.

    ii) Beginning in 2012, the existing paper-based fare payment system that hasbeen in place since the mid-seventies will gradually be replaced by a Smartcardsystem. The myriad of existing fare-products and associated sub-brands willeventually disappear, and a primary point of contact between OC Transpo andits patrons will be displaced onto the new Smartcard system.

    iii) By 2019, Transitway and other radial bus service through the centre core ofthe city will be replaced by a new light rail line, and well-established travelhabits and service options will be radically changed. This $2.1 billion invest-ment will create thirteen new multi-modal rapid transit stations, approximate-ly 3 km of light rail tunnel under the citys downtown, and an entirely newtransit experience for most OC Transpo riders.

    Structural changes of this magnitude cannot be implemented successfully without anover-reaching branding strategy and themes that will stabilize communicationsthroughout the transition period.

    A brand positioning statement will be developed to define how OC Transpo, its serv-ices and employees fit into the community, and how transit figures as part of an indi-vidual's urban life - i.e. social marketing. This positioning statement will be the basisfor marketing and communication themes, visual designs, built environment designs,service identity, and partnership development.

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    3 1 J a n u a r y 2 0 1 1 , T r a n s i t S e r v i c e s D e p a r t m e n t P a g e 1 - 2

  • The Presto Smartcard and light rail projects both require a comprehensive and con-solidated design framework within which to work - and both must make importantdesign decisions in the first part of 2011. Other technological and infrastructuredevelopments need the same framework, which the brand revitalization