EXECUTIVE SUMMARY. Commuters ... EXECUTIVE SUMMARY

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SERVICES ANALYSISPhase III
Conducted by Perspectives Resources, Inc. 231
Central Avenue - White Plains, New York
10606 Phone [phone] FAX (914)
428-7455 www.pri-air.com June 2004 (193-B)
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TABLE OF CONTENTS
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STATEMENT OF LIMITATIONS

• Because of the exploratory nature of qualitative
  research involving small sample sizes drawn
  without use of statistical procedures, the
  following report should be read as indicative of
  hypotheses that may need quantification. The
  research is designed primarily to provide
  insights into customers perceptions of the
  various elements of the issues in question.
  While the research can provide clear direction on
  some issues, results should not be considered
  definitive without quantitative verification.

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BACKGROUND

• MetroPool, as part of an on-going process seeks
  to continually develop and offer meaningful
  mobility programs which are readily accepted by
  commuters. To achieve this goal, the opinions,
  needs, and wants of those who now drive to work
  alone and their employers are included in the
  process along with users of other transportation
  modes.
• A three-phase market research program was
  initiated.
• Phase I Focus Groups to identify commuting
  issues and establish attitudes and opinions
  toward existing programs identify new and
  enhanced offerings (Reported upon in the Services
  Analysis Report, conducted during February
  March 2004).
• Phase II Surveys among single occupancy
  regional commuters to establish which programs
  and incentives offer the greatest appeal in
  causing an attitude shift to alternative
  transportation modes, (Reported upon in the
  Services Analysis Report Phase II, conducted
  July 2004).
• Phase III Discussed herein, Focus Groups to
  identify the best ways to find and identify how
  to effectively reach commuters and gain employer
  support for the programs identified in Phase II.

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METHODOLOGY

• Four (4) Focus Groups were conducted in July,
  2004 as outlined below
• Two (2) Commuter Focus Groups
• One group was comprised of 2/3 residents from
  Rockland and Putnam Counties who commute into
  Westchester County and 1/3 residents of
  Westchester County. All participants drive alone
  by car at least 30 minutes or more one way to
  work.
• One group was comprised of residents from the
  Bronx, Brooklyn, Long Island, and Queens who
  drive alone by car at least 30 minutes or more
  one way to work.
• Two (2) Employer Focus Groups
• One group was comprised of companies located in
  the Bronx, Brooklyn, Long Island, Queens, and New
  York City.
• One group was comprised of companies located in
  Westchester County.
• NOTE In order to achieve the specific research
  goals of this Phase, the recruiting
• specifications varied somewhat from
  the previous phases.

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METHODOLOGY

• Commuter groups were representative of
• Full-time employees
• Travel alone by car to work between the hours of
  630 a.m. 930 a.m.
• Travel a distance of 30 minutes or more each way
  to work
• A spread of company size (10-200) employees
• 1/3 have a commuter program in place other than
  TransitChek/Commuter Tax Benefit
• 2/3 do not have a commuter program in place but
  may have TransitChek/Commuter Tax Benefit
• Have other employees that work similar hours and
  who live within a 15 mile radius from each other
  who they would consider carpooling with
• All have other modes of transportation accessible
  to them . . . train, bus, etc.
• Rated 4 or higher on a 10-point scale on their
  interest in utilizing alternate modes of
  transportation

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METHODOLOGY

• Employer groups were representative of
• Senior Executives/Human Resource Managers who are
  primary decision makers with the responsibility
  of identifying, deciding upon, and implementing
  employee commuting benefits
• A range of company size (10-200) employees
• Business hours between 700 a.m. 600 p.m.
• 1/3 have a commuter program in place other than
  TransitChek/Commuter Tax Benefit
• 2/3 do not have a commuter program in place but
  may have TransitChek/Commuter Tax Benefit
• Have employees that work similar hours and who
  live within a 15 mile radius from each other who
  they would consider sharing carpooling with
• Rated 4 or higher on a 10-point scale, on their
  interest in encouraging employees to utilize
  alternative modes of transportation

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EXECUTIVE SUMMARYCommuters

• While some commuters have programs available to
  them such as TransitChek and parking
  reimbursement, the great majority are unaware of
  any types of programs.
• Attending the focus groups was their first
  notification that any alternative services were
  available. They want to learn more but are
  unsure on where to obtain information or how to
  go about it. They feel their employer would not
  be able to help because they know little about
  commuting benefits.
• As the primary focus of the research is to find
  the most effective means of informing commuters
  about commuting programs and services that are
  available, we asked them how they currently
  receive notification about benefits such as
  health insurance, etc. that are offered to them
  through their companies.
• Many stated that once hired, they receive a
  benefit package that includes anything from
  health insurance to 401k packages, etc. This
  information is updated and mailed or e-mailed to
  them annually.

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EXECUTIVE SUMMARYCommuters

• When new benefits or programs become available
  the current methods of notification vary
• E-mails/Internal Websites (most frequently used)
• Weekly or monthly meetings
• Flyers are passed out and/or placed on bulletin
  boards
• Word-of-mouth from other employees
• Inter-office memos
• Union meetings
• Notices with their paycheck/stubs
• Specially relating to being educated about
  available commuting alternatives, most felt that
  they should be notified by their employers.
  However, they say that human resources and senior
  level executives are unapproachable and are too
  busy to help them. Therefore, they are open to
  learning about the programs from outside sources.
• E-mail appears to now be the primary inter-office
  communication venue. Paper notification is
  discouraged. At larger companies, employees
  report they have their own internal site by which
  the company communicates matters. This includes
  all HR benefits and HR topics.

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EXECUTIVE SUMMARYCommuters

• When asked how they currently obtain information
  on something they are interested in such as a
  joining a club or learning about an organization,
  the Internet is the primary venue.
• The majority of commuters use local television
  and radio stations on a daily basis to check
  traffic and weather information. This seems to
  be widespread.

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EXECUTIVE SUMMARYCommuters - Recommendations

• Based upon current conditions, we feel that
  effectively reaching prime commuting prospects
  would require a dual audience effort
• - Employers First
• - Employees Second
• Reaching employees directly would prove costly as
  classic media such as radio, newspapers, and
  targeted television would be required. Media
  reach would be low and waste high.
• Further, once being made aware, people would then
  have to proceed on their own.
• Since their employer more than likely would not
  be of any help, their efforts would be abandoned.

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EXECUTIVE SUMMARYCommuters - Recommendations

• Therefore, MetroPools primary focus should be
  directed to the employer who would act as the
  means to inform employees. This would be lower
  in cost, be more targeted, reaching drivers
  quickly and be mutually beneficial to employees
  and employers.
• However, supplemental employee directed
  communications should also be considered on a
  cost/efficiency basis.
• Use local weekday weather reports on television
  (cable), newspapers, and the Internet. This
  should be on spots and internet banners run the
  night before or early in the morning prior to
  people leaving their home. This is when they
  check the weather.
• Most people are paid through direct deposit but
  receive a hard copy stub. Some receive e-mail
  notification. In all cases, this record is
  immediately reviewed and kept. Commuting
  information should be inserted.

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EXECUTIVE SUMMARYCommuters - Recommendations

• Newspaper bag wraps newspapers that are home
  delivered are wrapped in bags that can contain
  advertising, coupons, etc. Systems are in place
  to track responses. This should be tested in a
  controlled zip-code program.
• Unions frequently communicate with members on a
  regional and local basis. In hospitals, school
  systems, and similar large employee sites,
  partnering with them would yield direct commuter
  contact.
• Internet advertising on relevant and local sites
  such as
• Moviephone
• EZ-Pass
• DMV
• MTA

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EXECUTIVE SUMMARYCommuters - Recommendations

• Regularly received bills from vendors such as Con
  Edison, Verizon, local tax notifications, etc.
  might contain inserts.
• Movie Screens pre-show on-screen ads are an
  inexpensive way to target captive audiences.
• Diner Table Mat advertising in local restaurants
  reaches drivers.
• Other tactics include coffee cup sleeves, pizza
  boxes, inserts in monthly mail-ride tickets, etc.

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EXECUTIVE SUMMARYEmployers

• All research conducted to date indicates that
  employers generally are unaware of available
  mobility programs, do not recognize the benefits
  to employees nor the positive impact upon their
  businesses.
• It is also clear to us that educating executives
  who
• 1. Are responsible for benefit programs, and
• 2. Their superior decision maker . . .must be
  done to gain program support.
• Employers can offer the most direct and cost
  efficient route to reach employees.
• Current commuting conditions are having a
  negative impact on corporate performance.

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EXECUTIVE SUMMARYEmployers

• Many employers are adjusting their business hours
  to fit the schedules of their employees who
  arrive late and leave early. They are not
  successful in changing employee attitudes.
• The concept of a time regulated workplace is no
  longer feasible. They say they have to be more
  flexible and they do not like it.
• Some are giving a free breakfast to get people in
  on-time.
• Others are attempting to form vanpools.
• Production and profits are negatively affected
  because of employee lateness, stress caused by
  driving, and increased commuting problems.
• Company parking lots are at or near capacity and
  employers and corporate park owners do not know
  how to alleviate this problem.

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EXECUTIVE SUMMARYEmployers

• Employers are very aware of these issues but not
  of how to successfully deal with them.
• They are open to listening to solutions.
• MetroPool programs were shown to employers during
  the groups. Most were very interested in
  learning more. This was new, valuable
  information. In fact, the majority asked to be
  contacted directly.
• Not only do they seek solutions but assistance in
  program implementation as well. This represents
  a great opportunity for MetroPool.
• However, executives do not want the initial
  contact to be positioned as a sales call but
  rather as a learning call. They say they will
  grant a meeting under these circumstances.

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EXECUTIVE SUMMARYEmployers

• Although, employers do not feel it is a necessity
  to help their employees get to work, they do feel
  offering their employees commuting benefits would
  increase their morale, thus increasing
  productivity and profits.
• Awareness of commuting programs other than
  TransitChek and parking reimbursement are almost
  non-existent. No materials have been received,
  nor contacts made. As found with the commuter
  segment, for many, attending the focus group was
  their first introduction to these programs.
• Employers are frustrated, they want to know why
  they havent been approached and why they are not
  aware of these programs that do in fact exist.
• They want to know what is available and how and
  who they should contact.

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EXECUTIVE SUMMARYEmployers - Recommendations

• Since many employers receive numerous outside
  solicitations and sales efforts, the first and
  most important step is to establish credibility
  with the employer. A recognizable endorsement
  such as DOT is suggested. MetroPool alone may
  not be sufficient.
• This is very important to employers.
  Additionally, they want to know other companies
  that utilize such services and want feedback on
  how the programs would work for them.
• Current user testimonials and references would
  bring great credibility.
• Once credibility is established, employers from
  companies of various sizes are willing to meet
  personally with an organization, like MetroPool
  if approached properly.
• An educational information approach, not a sales
  call.
• Provide easy to understand, short concise
  materials.

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EXECUTIVE SUMMARYEmployers - Recommendations

• Program maintenance and minimal management effort
  for a program is an important issue in their
  decision making process. Executives or staff do
  not have the time to implement and manage a
  program themselves, some are open to retaining an
  outside consultant to do this.
• Therefore, demonstrating turnkeyprograms that
  require minimal effort and maintenance on their
  part is important. A per-employee program with a
  low initiation fee can also be explored.
• A strong effort to target Human Resources is
  suggested, currently they know very little about
  mobility. If educated about alternative benefits
  they can initiate programs on a bottom-up
  basis. They need help in gaining support from
  senior management.
• Employers stated various ways that would be
  effective in advising them of programs.
• Those in Human Resource positions in the larger
  companies (200) stated that notification of
  programs from an organization they are familiar
  with would get their attention.

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EXECUTIVE SUMMARYEmployers - Recommendations

• SHRM was frequently mentioned as a reputable
  organization and the majority of the HR
  professionals view this website on a daily basis.
  In order to successfully reach the target
  segment and educate them properly, MetroPool
  should consider
• establishing a partnership with SHRM and other
  similar organizations.
• Announcements on HR websites that have active
  links to MetroPool
• Announcements in HR publications such as HR
  Works, as well as industry specific magazines.
• Those in larger companies also stated that
  approaching their CEO would be very difficult.
  However, if they were informed how the programs
  saved them money, it would prompt interest.
• A study that demonstrates the cost to the company
  of not having programs should be conducted and
  used in program marketing. We can complete this
  study.

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EXECUTIVE SUMMARYEmployers - Recommendations

• Companies suggested alternative methods to reach
  them
• Unsolicited e-mails specifying in the subject
  lines alternative commuting options for your
  employees with supporting links to the
  organization will be read.
• Direct mail packets Transportation Solutions
  will be opened.
• Information sessions during lunch or after hours
  perhaps providing an incentive such as a free
  lunch/dinner or gas card will be attended.
• Approaching the corporations internal/external
  accountants about tax savings programs may prove
  beneficial in gaining support.

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EXECUTIVE SUMMARY

• How employers can reach employees more
  effectively
• Internal e-mails with specific links to a website
  that offers the commuting alternatives.
• Bulletins visibly posted indicating who to see
  about obtaining more information.
• Monthly lunches with a representative from the
  commuting agency.
• Intranet Site (company website).
• Information sent with their pay stubs.