Table Of Contents - Chicago Transit Authority

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CTA Express Airport Train Service Business Plan The Airport Express Train Service will need to focus on convenience, travel time reliability, and price to differentiate itself from the competition. Table 5: Comparison of Competitive Options Competitive Option Comments Taxi Express Bus / Shuttle Services (Continental Airport Express) Existing CTA Services Private Car / Car Rental Car Service / Limousine Source: (1) Resource Systems Group 2004. 4.2.3 Competitor Response • Ranked most popular by survey of Chicago travelers. (1) • Provides point-to-point personal transportation. • Susceptible to traffic congestion delay. • Expensive option (depending on party size). • Multiple stops are time consuming. • Susceptible to traffic congestion delay. • Inexpensive, but lacks premium amenities. • Multiple stops add time; peak hour crowding. • No luggage provisions. • Point-to-point transportation. • Susceptible to traffic congestion delay. • Inconvenient car pick-up / return; additional cost of downtown parking. • Point-to-point transportation. • Susceptible to traffic congestion delay. • Expensive option (depending on party size). Competitors will almost certainly respond to the introduction of a CTA premium-quality airport service. Pricing responses could likely first come from express buses and hired cars, since taxis would need approval from the City of Chicago to change fares. Reduced fares or special deals could be offered by these groups to dissuade airport travelers from changing their current behavior. The nature of the airport service also leads to other inherent risks. Taxis, express buses, and hired car services all provide the convenience of point-to-point transportation that customers will always find valuable. 4.3 PROMOTION 4.3.1 Promotion Strategy Based on research into the pre-launch advertising strategies of international airport rail link services, the following options are suggested for the advertising strategy for the airport service: • Utilize a wide variety of channels for the initial advertising effort to ensure a broad range of potential travelers are informed of the new service, e.g., local media (radio, TV, and newspapers), dedicated 28
CTA Express Airport Train Service Business Plan user-friendly web page, and billboards on Chicago public transport and next to the highways to the airport. During steady state operations, blanket the airports with signage so that arriving airline passengers can quickly understand what the service is offering, the benefits, and the location of the station. • Develop a consistent message highlighting the service as a “premium, fast, and convenient service,” which should be captured in advertising through all chosen channels. • Extend the geographic reach of pre-launch advertising beyond the Chicago area, as many business travelers are frequent flyers who develop efficient travel habits for each city. Placing advertising in areas at selected major U.S. airports where passengers may be boarding flights to Chicago will contribute to further expanding the potential market for the service. • Develop partnership promotions. Creative advertising strategies may be developed in conjunction with marketing partners, such as hotels, airlines, travel agencies, and government organizations. • Provide introductory discounts for selected corporations and government organizations as a way to gain access to their wide traveler base. These promotional “trial” discounts would allow CTA to introduce the service to its primary passenger base. The discounts of up to five to ten percent of base ticket price could be offered for the first year of Direct Service with evaluation of potential extension of the program for selected corporate and government clients. The initial Direct Service as well as ultimate Express Service would both benefit from similar promotional activities to those outlined above. As the Express Service is eventually rolled out, a clear message must be communicated to the public as to the rationale for the changes, the different characteristics of the Express Service, and the basis for increased fares (i.e., the added amenity of shorter travel times). 4.3.2 Brand Positioning Strong positioning and understanding of the premium airport train service brand would be extremely important to the Service’s success. For starters, a clear divide must be achieved between the premium airport service and ordinary CTA rail service in order to validate the higher fares. Similar to the differentiators, accentuating the service as direct and reliable would be attractive to potential customers. The convenience of the airport and downtown station locations and focus on premium customer service should also be highlighted. 4.3.3 Strategic Alliances Based on benchmarking of marketing channels adopted by U.S. and international airport rail link services, it is suggested that CTA consider the following potential strategic partners: • Airlines - As has been the case for other airport rail links, establishing relationships with airlines will be crucial in expanding premium airport train distribution and marketing channels. Importantly, airlines have valuable access to potential premium airport train customers. In addition to creating opportunities for promotional distribution, there is an opportunity to partner with airlines for ticket 29
Page 2 and 3: Table of Contents CTA Express Airpo
Page 4 and 5: List of Appendices Appendix A: Maps
Page 6 and 7: CTA Express Airport Train Service B
Page 8 and 9: Benefits & Strategic Implications P
Page 12 and 13: 2.0 Business Overview 2.1 OPPORTUNI
Page 14 and 15: 2.4.2 CTA CTA Express Airport Train
Page 16 and 17: 3.0 Service Description 3.1 AIRPORT
Page 20 and 21: 3.2.3.2 O’Hare Route - Blue Line
Page 22 and 23: 3.2.5.4 Fare Collection CTA Express
Page 24 and 25: 4.0 Marketing Strategy 4.1 SUMMARY
Page 26 and 27: 4.2.2 Market Position Relative to O
Page 32 and 33: 4.4.2 Global Express Service Benchm
Page 34 and 35: 4.5.3 Ridership Forecast CTA Expres
Page 36 and 37: 4.5.5 Factors Affecting Demand Cert
Page 40 and 41: 5.0 Project Delivery Strategy 5.1 P
Page 48 and 49: 6.0 Operational Strategy 6.1 SUMMAR
Page 54 and 55: 6.3 PROJECT DELIVERY STRUCTURE CTA

Table Of Contents - Chicago Transit Authority

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