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Presented By: Carla Lakatos, Partner

Marketing Training For Transits February 23, 2006. Presented By: Carla Lakatos, Partner. Customer wants. Company capabilities. Matching. The most concise definition of marketing is

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Presented By: Carla Lakatos, Partner

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  1. Marketing Training For Transits February 23, 2006 Presented By: Carla Lakatos, Partner The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  2. Customer wants Company capabilities Matching The most concise definition of marketing is …the matching of a company’s capabilities with the wants of the marketplace to the mutual satisfaction of both parties. The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  3. The only goal of private sector companies is profit: without profit the company ceases to exist. The public sector is just as concerned as the private sector with the elements of marketing… The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  4. …however, the standard that the organization is measured by is customer satisfaction rather than profitability The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  5. Marketing is not just Selling • and Advertising… • Marketing is a philosophy, or a management orientation, that stresses the importance of customer satisfaction • Bottom-up approach – learning to listen to customers’ needs and desires • Research and evaluation form the cornerstone The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  6. Why Should Transit ManagersStudy Marketing? • Marketing Is A Key Responsibility Of Public Service Providers – A Source Of Information The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  7. Why Should Transit ManagersStudy Marketing? • Marketing Is Important To The Marketplace Success Of Individual Transit Organizations • Reflects how you wish your organization to be understood public trust directly impacts local support • Important input in the design of transit services • Important tool in the regulation of demand The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  8. Why Should Transit ManagersStudy Marketing? • Marketing Is Important In The Internal Management Efforts Of Transit Organizations • What is internal marketing? • How does employee satisfaction affect customer satisfaction? • Developing a Marketing Orientation – customer driven The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  9. “Inability to understand and respond quickly and effectively to customers and markets are hallmarks of industries in decline.” Transit Agencies Have Been Slow To Embrace The Notion That They Are First And Foremost Delivering A Travel Experience To Their Riders. The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  10. Properties of a Customer-Driven Organization Lines of communication are broad There is less turf protection Customer service features as a tenet of the mission statement Internal customer service standards match high standards of external customer service A commercial organization is observable in all departments The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  11. Properties of a Customer-Driven Organization (continued) The taking of responsibility and risks in the name of providing breakthrough service is encouraged and failures or mistakes are tolerated. Customer service champions are developed and encouraged. Such champions walk the talk of customer service. Line managers display a genuine commitment to customer service. The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  12. Examples Of Customer-Focused Activities General Customer Interaction • Information Brochures • Advertising (Print, Radio, TV) • Public Forums • Mission Statements • Automated Information Kiosks/Touch Screens • Transit System Map • Public Timetables by Route • Telephone Information Centers • Web-based Information • Information Kiosks/Bus Stop Signs The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  13. Examples Of Customer-Focused Activities Obtaining and Using Customer Input • Complaints • On-Board Surveys • Telephone Surveys • Focus Groups • Employee Meetings The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  14. Examples Of Customer-Focused Activities Involving Employees • Message From Policy-Making Body • Message From CEO • Message From Department Head • Customer-Focused Training for Supervisors, Operators, All Employees The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  15. Examples Of Customer-Focused Activities Involving Employees(cont’d) • Periodic Visits by CEO or Dept Heads to Transfer Centers, Rail Stations, etc. • Events to Build Employee Moral • Allowing Employees to Make Customer-Focused Service Decisions The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  16. Examples Of Customer-Focused Activities Achieving Customer Satisfaction • Service Guarantees • Guaranteed ride Home • Frequent Rider Discounts • Frequent Rider Benefits • Customer Bill of Rights The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  17. Effective Customer Service Is Really About… • Sound diagnosis of present service levels • Using excellent interpersonal and self- management skills • Ongoing research into customer service and customer follow-up The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  18. Market Research in Transit Agencies… “…most transit agencies do not know their market segments and are developing products and services without knowing what the market wants.” • 98% of private-sector firms do market segmentation research • 80% of transit agencies do some market research • 72% focus on customers only • 20% do not obtain market research information • Few agencies do market segmentation research • 14% use market research in policy-making The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  19. Questions We Might Explore Do we know what our customers' number one expectation is? Do we consistently deliver it? Do we ask these questions at least every six months? Do we have marketing programs aimed at current customers? Are there additional products or services we can sell to our customers? The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  20. Questions We Might Explore (cont’d) Do our missions and visions include this focus on service? How do we ensure real benefits are being delivered both up and down the chain? Do our operating policies — the way we deal with customers — make them want to patronize our business time and time again? Do we strategize and plan for loyalty? Do we even have a specific plan for building customer loyalty? The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  21. Questions We Might Explore (cont’d) Do we know the top three reasons our customers leave? Do we have written customer care policies? Do all current and new employees know how you would like each of your customers to be treated? How you will measure whether or not your staff is handling clients appropriately? Are there additional products or services we can sell to our customers? The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  22. Questions We Might Explore (cont’d) Do we keep all the information we can on our customers and don't hesitate to use it to increase ridership and partnerships? Do we use complaints to build our business? Do we promptly follow up and resolve a customer's complaint? Do we treat these interactions as the ones that really matter? Do we handle these interactions with the same attention and focus that other business strategies receive? The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  23. Questions We Might Explore (cont’d) Do we regularly conduct satisfaction questionnaires? Do we reach out to our customers? Do they feel we are someone to help them? Are they aware of our accomplishments? The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  24. Questions We Might Explore (cont’d) Do we strategically focus on building loyal customers through a loyal workforce? Do we work to attract and retain those employees who interact with customers? Do we assign specific support persons to every significant customer? (If this is what the customer prefers) Do we tell our customers that their concerns can only be address through one specific channel or phone number? Do we offer employee incentive programs for employees who care for and retain customers? The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  25. Marketing’s Organizational Role Support corporate strategy to attain organization’s goals The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  26. Where We’ve Been Situational Analysis Where We Are Where We Want To Be Goal Setting How We’ll Get There The Strategic Plan Overview Of The Strategic Planning Process The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  27. Marketing Strategies • The Means By Which An Organization Pursues Its Goals: • Marketing Positions and Programs • Measurable • Valid Assumptions/Facts • Simplicity • Complete and Feasible • Controllable and Flexible The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  28. Marketing Program A Plan Which Integrates An Organization's Marketing Mix Elements In Order To Define Their Product (Goods And/Or Services) Offering. The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  29. Generally Speaking, Marketing is said to Include The Management of The 4 P's • Price • Place • Product • Promotion The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  30. What Customers Must Do To Obtain The Product Or Service Price • Setting the Basic Fare Structure • Identifying Seasonal Price Offers • Identifying Individual Discounts • Special Event Activities • Loss or gain in personal time, stress, image The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  31. The Way The Product Reaches The Customer Place • Service Accessibility • Quality of Service Delivery • Designing and Maintaining Physical Facilities The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  32. A Continuum From Tangible Products (Bus Trips) To Intangible Ideas (Accessibility, Independence, Choices, Opportunity) Product • What\is the problem your product solves? • How does the consumer/community perceive the problem? • How important do they feel it is to take action against the problem? The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  33. Creating And Sustaining A Demand For The Product Promotion • Advertising • Personal Selling • Publicity • Coupons, media events, editorials, etc. The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  34. Marketing A Social Service Includes Additional “Ps” • Publics • Partnership • Policy • Purse Strings The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  35. External & Internal Groups Critical To Success Publics • External Publics • Target & secondary audiences • Policymakers • Key influencers • Internal Publics • Involved with approval or implementation of the program The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  36. Required Of Complex Social Issues Partnerships • Who has similar goals? • Identification of team efforts • Synergistic Opportunities The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  37. Assuring A Supportive Environment Policy • Needed policy changes • Advocacy program The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  38. Sources Of Funds Purse Strings • Foundations, grants, donations The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  39. Each Element Of The Marketing Mix Product, Price, Place, Promotion, Publics, Partnership, Policy, & Purse Strings Should Be Considered In The Marketing Plan Research and evaluation elucidates and shapes final marketing decisions The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  40. The Marketing Plan A written document which identifies an organization's target market, specific marketing goals, the marketing program, the marketing budget, and the time line for the marketing program. The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  41. Marketing Plans Vary With Respect To The Time Period Involved Short-range plans are for one year or less. Mid-range plans for two to five years -- both of these types of plans are usually quite detailed. Long-range plans cover periods of more than five years and can not be as detailed, or specific, as short and mid-range plans For most public transit systems, it is beneficial to form strategic marketing plans covering short-range, moderate-range, and long-range operations of the organization. The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  42. Selected Examples of Marketing Objectives For Transit Organizations Create Consumer Awareness Provide Pertinent Information Improve Customer Understanding Induce Trial Ridership Increase Ridership Increase/Maintain Customer Loyalty Create Positive Associations Explain Organization's Viewpoint Counter Competitor/Critics Claims Increase Purchase Frequency Stabilize Ridership Demand Enhance Organization's Image Change Consumer Attitudes Alter Consumers' Behavior Introduce New Service(s) Establish Market Position Develop Name Recognition Accentuate Service Value Enhance Public Support Counter Negative Publicity Introduce New Facilities Fulfill Legal Requirements The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

  43. Managing The Marketing Process The Lakatos Group ODOT 2006 Marketing Training February 23, 2006

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