A Control Process Model for Transit Marketing

Abstract

In recent years, an interest in revitalizing public transportation has led to an increased awareness of the need to utilize existing resources more efficiently. Transit systems must carefully evaluate all services and be able to measure the impact of planned changes to these services. This concern closely parallels the problems of most nonprofit organizations as well as many for-profit firms. That is, managers in all of these organizations face many of the same difficulties in instituting marketing control systems. Marketing control is less precise than financial or production control. In addition, numerous judgemental issues are involved in measuring these inputs and outputs of marketing activities and in deriving acceptable bases for comparison.