Aurora, Ill. HE HARDWARE WE ARE PROVIDing transit companies gives them the vehicle to create revenue generating opportunities themselves via high power graphic advertising. As opposed to their previous use of static signage, transit companies are now able to appeal to a variety of diff erent advertisers through digital signage. Digital signage provides transit companies and their advertisers to truly engage with riders. Now have the ability to easily update any content, both indoors and outdoors, expanding their audience base. At Peerless-AV, we work hard to stay on top of the trends to provide the top quality hardware that transit companies are looking for. More at www.MassTransitmag.com/12265335 DECEMBER 2016/JANUARY 2017 | MassTransitmag.com | Mass Transit | 27 EING CREATIVE IN ORDER TO PROvide the best possible transit riding experience for passengers is critical. Th at creativity oft en includes fi nding the “yes” when the budget says, “no.” For instance, all too oft en transit providers hear from their passengers waiting for the bus at a stop that has nothing more than a pole. It is uncomfortable, and creates a perception of vulnerability, especially in extreme weather conditions. Th e challenge always goes back to budget. Transit providers are normally able to fi nd capital for transit shelters, but are challenged to fi nd operating dollars to maintain them. How can transit shelters and street furniture be provided at the majority of bus stops within a community for the comfort, security and convenience of passengers, while also developing an amenity solution that refl ects the true character of their community? Enter revenue generating advertising partnerships paired with quality-built, custom-branded shelters and street furniture. Over the years, these programs have transitioned and taken on diff erent forms. Some cities and agencies go out to bid for a complete turnkey program where an outdoor advertising company, oft en known as "out of home" (OOH) advertising, which provides the capital shelter equipment, sells the advertising space and maintains the stop. Now we are seeing a hybrid of that solution with the awarded OOH selling advertising space on agency or city-owned shelters with the transit provider getting a larger share of the revenue as the owner of the capital equipment. With a larger share of revenue comes the opportunity to increase the maintenance budget for shelters or provide even more shelters across the system. Jacksonville Transportation Authority (JTA) in Florida understands how to leverage their capital assets for revenue generation that ultimately benefi ts their passengers. Not only does JTA allow revenue-generating advertising on their buses, they also have creative programs in place for shelter advertisements, and directed commuter audio advertising. Importantly, JTA is clear that any of their revenue-generating advertising efforts must be in the best interest of public transportation, stating in their advertising rules that JTA seeks to provide its citizens with public transportation that is delivered in a “safe, reliable and effi cient manner without losing sight of the fact that as an independent agency of the State of Florida it must be a good steward of public money.” At Tolar Manufacturing Company through the use of electricity to provide lighting for a shelter, whether solar or connected, that electricity can also be used to power digital displays, which provide important passenger route information. Th ese displays can also integrate with the data to provide contextually relevant ads, news and information. In larger cities with transit corridors those digital displays can even be dynamically synchronized to provide a truly eye-catching and engaging experience. Patrick Merrick Executive Vice President Tolar Manufacturing Company Inc. B T Corona, Calif. Nick Belcore Executive Vice President of Global Sales and Marketing Peerless-AV Making transit stops attractive to riders can be a fi nancial challenge. goals, tactics and timelines. What metrics can be applied to those goals? What kind of fee structure maps to meeting and exceeding those metrics? For example, some transit agencies may be funded based on subsidies from another transit ride or based on ridership. RideCell can design a revenue model that’s tied to agreed-upon subsidy and ridership goals. In cases where the rider pays for the service outright, the revenue sharing model can be more direct. And if a fi xed fee aligns better with a customer’s business model. RideCell’s business philosophy emphasizes this type of mutually benefi cial relationship, as it encourages all parties to work openly to deliver an excellent transportation experience for every rider. At RideCell, innovation isn’t limited to soft ware and services. Th e company’s Customer Success team has deep expertise that can inform and guide the design of innovative transportation solutions. RideCell’s pricing structure is yet another feature of the company’s innovative approach — and one that can make all the diff erence as transit agencies embrace the challenges of new service delivery models.
MassTransit_December2016_January2017
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