TDM Marketing
Information and Encouragement Programs
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TDM
Encyclopedia
Victoria Transport Policy Institute
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Updated
28 August 2007
This chapter describes TDM marketing programs and strategies, which investigate the types of transportation services people want, identify barriers to alternative modes, and promote use of efficient transport options.
“Information is as powerful as infrastructure.”
Marketing involves determining consumer needs and preferences, creating appropriate products, providing useful information about products to consumers, and promoting their use. Public knowledge and attitudes have a major effect on travel behavior, so marketing is an important component of TDM implementation.
Marketing is more than simply advertising to promote a product or activity. It is an ongoing dialogue between producers and consumers. The most effective TDM Marketing programs involve a variety of partners within a community, including public officials, community organizations and individuals who support transportation alternatives.
Below are specific TDM marketing activities:
·
Survey users and potential users of alternative
modes to determine preferences, knowledge, barriers and opportunities for
changing travel behavior and providing TDM services.
·
Targeted, personalized marketing campaigns, which identify consumers
who are most able and willing to change their travel patterns and providing
them with suitable incentives to try alternatives.
·
Educate public officials, businesses about TDM strategies they can
implement.
·
Promote benefits and changing public attitudes about alternative modes.
For example, promote alternatives modes as enjoyable, Healthy
and Prestigious.
·
Produce a Multi-Modal Access Guide that
provides concise information on how to access a particular destination by
alternative modes.
·
Make alternative modes more Affordable, with
appropriate Prices and discounts.
·
Identify and overcoming barriers to the use of alternative modes.
·
Encourage Transit ridership by making transit
service convenient and attractive.
Given adequate resources, marketing programs can significantly increase use of alternative modes and reduce automobile travel, although there are limits to what marketing can accomplish by itself. Marketing cannot change every person or every trip, and can be counterproductive if alternative modes are inadequate. For example, advertising that encourages motorists to try transit will fail if transit service is inconvenient and unpleasant to use; travelers who try it will have a bad experience, give up, and tell their friends. Similarly, a commuter who tries cycling for the first time, but has no support, will be discouraged if they find it difficult and frightening, or have an accident or mechanical problems.
Effective marketing often requires delivering different messages to different types of people, with special emphasis on people who are most ready to change. For example, potential transit markets can be divided into people who wouldn’t use it, might use it, sometimes use it, and often use it. It is generally unrealistic to shift somebody from the “wouldn’t” into the “often” category, but a transit marketing campaign can provide messages and incentives to shift travelers one category at a time, so for example, people who currently would not ride transit are encouraged to consider it; people who are already considering it are given opportunities and incentives to try it occasionally; and people who currently use it occasionally are encouraged to use it more often.
Wouldn’t => Might => Sometimes => Often
Travel patterns tend to experience regular turnover (also called churning) as people change income, jobs, homes, abilities, responsibilities and preferences. For example, during a particular year a portion of residents may naturally shift from automobile to public transit commuting, while others shift from public transit to driving, due to changes in their life conditions. Marketing programs should therefore target people when they are ready to change their travel patterns.
In most communities a portion of trips are responsive to TDM marketing. Consumer surveys indicates that a significant portion of travel is non-essential, and that a significant portion (typically 25-50%) of travelers would consider using travel alternatives and are interested in obtaining information about them. One survey found that out of 43 respondents, 19 report that they drive more than they need, and 34 report that they drive more than they want (Handy, Weston and Mokhtarian, 2005). Of course, not all of these people will eliminate all of their automobile trips, but many will change some trips if given the right combination of information, services and encouragement.
TDM Marketing programs should generally be ongoing so they provide continual support and encouragement, and respond to future opportunities and changes in individual’s travel needs and preferences. Travel patterns tend to reflect churning (continual turnover and change, sometimes in response to specific events such as changes in employment or home locations); for example, during a given year some people naturally shift from automobile to public transit, while others shift from public transit to automobile due to changes in their circumstances and preference. TDM Programs should take these natural changes into account, providing ongoing encouragement for shifts toward more efficient travel patterns.
Direct marketing programs, such as TravelSmart, are effective because they focus on the people who are ready to consider changing their travel habits, but need information and encouragement. People tend to develop established travel habits. As described by Goodwin (1997), “The traveller does not carefully and deliberately calculate anew each morning whether to go to work by car or by bus. Such deliberation is likely to occur only occasionally.” TDM marketing programs can help overcome this inertia in travel habits. Programs that present alternatives in a positive way and convince people to try them may result in long-term changes.
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Positive Statements As
much as possible, TDM Marketing should emphasize the potential benefits from
more efficient transportation systems. For example, reduced driving and
shifts to alternative modes can provide vehicle cost savings, reduced crash
risk, and reduced stress to users. More walking and cycling provides health
benefits. They also provide community benefits, such as reduced traffic
congestion, increased safety, road and parking facility costs, and reduced
pollution. Transportation
Demand Management is not a very good marketing term, particularly since the
acronym (TDM) sounds like tedium. It reflects a planning and economic
analysis perspective, but is not well understood by the general public. So
what should we call what we do? The term Mobility Management is used
in some regions, particularly in |
TDM Marketing should offer motorists many opportunities to try alternative modes, without requiring a major commitment. For example, a program might provide transit route information and a free transit pass to people who currently commute by automobile. Walking and cycling Encouragement programs often start with a short-term event, such as bike-to-work week. Once people try alternative modes and use them occasionally, marketing can encourage them to increase their use incrementally, for example, by Ridesharing twice a week, or using a bicycle for commuting and errands for a greater portion of the year.
Market research is an important part of effective marketing. This means using surveys and other market data to better understand consumer knowledge, needs, preferences, barriers and opportunities to change travel behavior (Cao and Mokhtarian, 2005). For example, Table 1 shows results from a survey of potential rideshare users (employees with regular commute schedules who currently drive more than 5 miles to work), indicting which incentives are most likely to cause them to shift to alternative modes. Such surveys need to be preformed for specific demographic groups and geographic locations.
Table 1 Market
Survey (proprietary source)
|
What Would Help Entice You To
Rideshare? |
Portion of Respondents |
|
Personalized help finding bus times and routes |
2.9% |
|
Bike parking |
3.3% |
|
On-site food or kitchen |
4.1% |
|
Lockers/showers |
5.9% |
|
More info about alternatives |
5.9% |
|
Personalized help forming ridesharing |
6.1% |
|
Priority parking for rideshare |
6.2% |
|
On-site services |
8.1% |
|
Payment in lieu of parking |
15.6% |
|
Other |
16.3% |
|
Transportation during breaks/lunch |
16.3% |
|
Employer provided car |
17.9% |
|
More frequent bus service at site |
18.4% |
|
Flexible work schedule to meet alternative schedule |
20.2% |
|
Guaranteed Ride Home |
33.3% |
|
Financial incentive |
39.1% |
Marketing tends to be most effective when it emphasizes positive benefits to participants from using alternative modes, including stress reductions and financial savings from reduced driving, and increased enjoyment and Health from active travel modes such as walking and cycling. Some studies show that many workers place a high value on having commute alternatives (Novaco and Collier, 1994).
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Social Marketing Social marketing
refers to community-based programs to encourage more socially desirable
behavior. Social marketing is effective at achieving behavior changes that
people generally support but find difficult to make, such as actions that
increase personal health or benefits neighbors. It helps people reconcile
their actions with their beliefs, providing integrity and pride, as well as
helping to solve specific personal and community problems. There are many successful examples of social
marketing, including increased use of seatbelts and child restraints, reduced
excessive drinking, more balanced diets and reduced tobacco consumption.
These involved a combination of education, persuasion and policy
interventions that have changed the way people act. Social marketing consists of these steps:
Successful social marketing requires listening
carefully to the audience through focus groups and surveys in order to
understand their real attitudes and concerns. It identifies the costs of
inaction and the benefits of change from users’ perspective, and helps people
overcome barriers to desirable change. A typical social marketing campaign to support
TDM might include the following actions: · Identify travelers who are
most likely to change. For example, a campaign might focus on commuters in a
particular demographic and income category who work in a particular area. · Investigate consumer
travel attitudes and preferences, potential benefits from alternative travel
options (financial savings, reduced stress, sociability and fun, healthy
exercise, community benefits such as reduced air pollution), and barriers to
change. · Based on market surveys,
develop programs that improve Transportation Options
(such as better transit services, Rideshare services,
improved walking conditions), provide incentives to users (such as Commuter Financial Incentives), and overcome barriers as
perceived by users (such as stigma associated with the use of alternative
modes). · Identify key attitudes, such
as interest in fitness or pride in helping others that can be highlighted.
For example, if personal health and fitness is a key consumer attitude, a
campaign might emphasize the health problems that result if people continue
their sedentary travel habits, and the user benefits from more
physically-active travel modes. · Develop multi-faceted
promotional materials, which may include press materials, media advertising,
brochures, flyers, posters, and other strategies to convey messages. This can
include information on: o What is available (walk,
cycle, rideshare, transit, etc.). o Why alternatives are
desirable (benefits to users and communities) o How to use alternatives
(how to cycle, rideshare or ride transit). o Encouragement to try
alternatives (“Try using transit tomorrow.”). o How to obtain support and
additional information (websites, telephone numbers, etc.). o Reinforcement and
validation to users (“When you ride transit, you help make our community a
better place to live.”). · Start with a small pilot,
improve it based on experience and feedback from users, and then expand the
program. · Continually update the
program based on participant feedback, and to keep it fresh, timely and
interesting. Try new messages and promotional materials. Resources: Novartis Foundation Social
Marketing (www.foundation.novartis.com/social_marketing.htm)
Social Marketing.Com (www.social-marketing.com) Social Marketing Institute (www.social-marketing.org) Social Marketing Network (www.hc-sc.gc.ca/hppb/socialmarketing) |
TDM marketing is usually implemented by government agencies
or non-profit organizations as part of a comprehensive TDM
Program or Commute Trip Reduction program. The
Way-to-Go,
Marketing can improve the effectiveness of most individual TDM programs and strategies. A survey of commuters found that exposure to commute trip reduction program information was the single most important factor contributing to mode shifting (Weber, Nice, Lovrich, 2000). Hendricks and Joshi (2004) identified specific factors that affect CTR program effectiveness. They found that the degree of management support and the presence of an Employee Transportation Coordinator is important if a worksite is located outside a major business district, but are less critical in a CBC. Given adequate resources, marketing programs can often increase use of alternative modes by 10-25% and reduce automobile use by 5-15% (see examples described later in this chapter). One study estimates that marketing increases the effectiveness of other TDM strategies by up to 3% (Shadoff, 1996). Modarres (1993) found that the provision of information on alternative travel modes by employers was one of the most important factors contributing to mode shifting.
The most effective marketing programs promote a variety of
travel options rather than just one mode (such as ridesharing or public
transit), since this allows consumers to choose the option that best suits
their needs. For example, about half of the trips reduced by the TravelSmart
programs shifted to walking, with smaller shifts to cycling, ridesharing and
public transit (www.travelsmart.vic.gov.au).
Individual mode shifts appear small, typically consisting of just few
percentage points, but their total impacts are significant. The TravelSmart
program found that marketing programs can reduce automobile travel by 6-14%,
which is comparable in magnitude to much more expensive infrastructure
improvement programs to encourage use of alternative modes. Fujii and Taniguchi
(2006) found even larger travel reductions from “travel feedback programs” in
The travel impacts of TDM programs that rely only on marketing sometimes decline over time as participants lose interest. However, marketing that supports other TDM strategies that improve transportation choice or provide tangible incentives can have significant long-term impacts on travel behavior.
Table 2 Travel Impact Summary
|
Objective |
Rating |
Comments |
|
Reduces total traffic. |
2 |
Tends to increase TDM
effectiveness. |
|
Reduces peak period
traffic. |
2 |
“ |
|
Shifts peak to off-peak
periods. |
2 |
“ |
|
Shifts automobile travel to
alternative modes. |
2 |
“ |
|
Improves access, reduces
the need for travel. |
2 |
“ |
|
Increased ridesharing. |
2 |
“ |
|
Increased public transit. |
2 |
“ |
|
Increased cycling. |
2 |
“ |
|
Increased walking. |
2 |
“ |
|
Increased Telework. |
2 |
“ |
|
Reduced freight traffic. |
2 |
“ |
Rating from 3 (very
beneficial) to –3 (very harmful). A 0 indicates no impact or mixed impacts.
Marketing provides a foundation for specific TDM policies, programs and strategies. Benefits include increased understanding and appreciation of TDM, increased public support for TDM strategies, and increased effectiveness of TDM efforts. Costs are primarily associated with program expenses. Actual benefits, costs and effectiveness vary depending on circumstances, program design and its effectiveness. A study by Ker (2003) found that marketing programs typically provide financial paybacks of 1.0 years or less (plus additional benefits to society), indicating an excellent return on investment.
Table 3 Benefit Summary
|
Objective |
Rating |
Comments |
|
Congestion Reduction |
2 |
Tends to increase TDM
effectiveness. |
|
Road & Parking Savings |
2 |
“ |
|
Consumer Savings |
2 |
“ |
|
Transport Choice |
2 |
“ |
|
Road Safety |
2 |
“ |
|
Environmental Protection |
2 |
“ |
|
Efficient Land Use |
2 |
“ |
|
Community Livability |
2 |
“ |
Rating from 3 (very beneficial) to –3 (very harmful). A 0 indicates no impact or mixed impacts.
TDM marketing can help increase equity by increasing public knowledge and acceptance of transportation alternatives, and creating more effective TDM programs. This tends to benefit lower-income and transportation disadvantaged people by improving their mobility options, increasing access for non-drivers, and reducing the stigma often associated with alternative modes. Actual equity impacts vary depending on circumstances and program design.
Table 4 Equity Summary
|
Criteria |
Rating |
Comments |
|
Treats everybody equally. |
1 |
Generally benefits all
groups. |
|
Individuals bear the costs
they impose. |
-1 |
Requires subsidy. |
|
Progressive with respect to
income. |
2 |
Can improve travel choice
and reduce stigma associated with alternative modes. |
|
Benefits transportation
disadvantaged. |
2 |
Can improve travel choice
and reduce stigma associated with alternative modes. |
|
Improves basic mobility. |
0 |
No significant impact. |
Rating from 3 (very
beneficial) to –3 (very harmful). A 0 indicates no impact or mixed impacts.
Can be implemented as part of any TDM program.
Table 5 Application Summary
|
Geographic |
Rating |
Organization |
Rating |
|
Large urban region. |
3 |
Federal government. |
2 |
|
High-density, urban. |
3 |
State/provincial
government. |
2 |
|
Medium-density, urban/suburban. |
3 |
Regional government. |
3 |
|
Town. |
3 |
Municipal/local government. |
3 |
|
Low-density, rural. |
2 |
Business Associations/TMA. |
3 |
|
Commercial center. |
3 |
Individual business. |
3 |
|
Residential neighborhood. |
2 |
Developer. |
2 |
|
Resort/recreation area. |
3 |