![]() These customers were already aware of the Divvy program, which made messaging easier, as there was no need to cover the basics of the Divvy experience. Silk-Kremenak knew the easiest path to annual memberships was to convince Chicago-area casual riders to become members. ![]() Although the pricing flexibility helped Divvy attract more customers, it was clear to Silk-Kremenak that her primary objective was maximizing the number of annual members. #Chicago divvy full#Silk-Kremenak’s finance analysts concluded that members were much more profitable than casual riders (both single ride and full day). Alternatively, consumers could become annual members to gain unlimited access to Divvy bikes for the entire year (customers Divvy called “members”). Consumers could use a bike for short trips by buying a single-ride pass or for an entire day through a full-day pass (internally, Divvy referred to these consumers as “casual riders”). One such benefit was the flexibility of its pricing plans. This approach led to great market awareness for the bike-share program and diverse marketing tactics that promoted its many benefits. To date, Divvy marketing relied on building general awareness and a well-defined set of value propositions that appealed to broad consumer segments. But Silk-Kremenak knew the program’s future success required a more focused marketing strategy. The program was a tremendous success by nearly every measure. and many of the largest systems in the world, including Bay Wheels (California Bay area), Bluebikes (Boston, Massachusetts), Citi Bike (New York and Jersey City), Divvy (Chicago), CoGo Bike Share (Columbus, Ohio), Capital Bikeshare (Washington, D.C.), Nice Ride (Minneapolis, Minnesota), and BIKETOWN (Portland, Oregon). Lyft manages all of the largest bike-share systems in the U.S. The deal made perfect sense for Divvy, allowing the company to focus on its core competency of sales and marketing, while handing over fleet management to a company with deep expertise. She was also instrumental in brokering a deal for the management of Divvy’s bikes with the ride-share company, Lyft, in April 2019. By 2019, Divvy had expanded to feature 5,800 bicycles and 608 stations, covering almost all of the city of Chicago and two nearby suburbs. Since that launch, Silk-Kremenak and her team were the engine behind the program’s growth. Lindsay Silk-Kremenak had a clear ambition.Īs Director of Marketing for the Divvy bike-share program, Silk-Kremenak and her small but effective marketing team had overseen a successful launch of the program in the Chicago area, with 750 bikes at 75 stations, in 2013. I imagine divvy is having issues keeping a full staff of workers but it’s become very frustrating seeing such a marked decline while paying for the yearly membership.How can Divvy drive more annual memberships? It’s been a noticeable decline this year. On average I would say over 50% of the bikes I’ve checked out this year have maintenance issues. Slipping gears has become a common problem. Often the rear break hardly works or the tires are severely under inflated. When a bike isn’t flagged for maintenance, there are often major issues noticeable once you start riding. Sometimes I’ll see a docking station with several e-bikes and every single one is unavailable due to the maintenance light being active. Also many of the classic bikes are in terrible condition. I pay for the yearly service and e-bikes are still an extra fee per minute. I walked to one north of North on Elston to get a bike.Īnother issue is many of the bikes available now are e-bikes. Yesterday I wanted a bike in Wicker and the stations at Blackhawk, Paulina, and Division were all completely out of classics. ![]() ![]() Lately I’ve had a lot of trouble even getting bikes. ![]()
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