Focus on police-community relations: marketing available police services the MAPS program - related article: case example of emergency police assistance marketing

FBI Law Enforcement Bulletin,The, May, 2003 by Mark Fazzini

Police departments typically do not think of using marketing concepts when trying to improve their image. In the past, for-profit companies and corporations have used marketing techniques to increase customer satisfaction. But, police agencies easily can adapt the concepts of business marketing to help them reach their customers (citizens) and educate them about the many services that they provide.

Marketing available police services (MAPS) (1) is a process whereby communities can learn what services their law enforcement agencies offer to meet public safety needs and wants. In return for providing these services, the police department receives more positive contacts, cooperation; and an improved image from the community that it serves. This proves true no matter what type of population (e.g., college campus, city, county, or state).

Police services marketing attempts to attract new customers who are unaware of police services and to keep a positive relationship with those individuals who already have had contact with the department. While reaching out to new people is important, it is even more important to keep those people agencies have contact with satisfied. Various research has indicated that satisfied people tell their stories of police contact to at least 3 other people, whereas dissatisfied individuals will tell, on average, 10 others about a negative experience with the police.

COMPONENTS

Marketing consists of understanding, creating, communicating, and delivering services to obtain members' satisfaction. Adding each of these components together creates a marketing plan for success.

Departments must understand the makeup of their communities, as well as the needs and expectations that citizens have of their police services. Knowing the diversity of the service population (e.g., age and national origin) helps agencies define who they serve. Even understanding who passes through the community at different times of the day can help determine what public safety needs exist. For example, if a community has a high school population of 1,500 students who come from many different neighboring communities, law enforcement must consider providing for their public safety needs while they are on the way to school, at school, and when they leave school. Or, a college campus police department might have a significant Spanish-speaking segment of the student population that would impact services by creating a need for documents produced in both English and Spanish.

Once agencies define their service population, they must survey their communities' needs. What expectations do citizens have as they relate to public safety issues? What services could the department provide to meet concerns of community members? Creating a planned response can help answer these questions. Departments can focus on crime prevention programs, hold community workshops, use focus brochures; or take other steps to respond to their communities' needs.

Once agencies develop plans, programs, and new services, they must communicate these initiatives to their constituents. A department can have many services, but if no one knows about them, they waste resources. Communication constitutes a vital link between the police and the community, and it can develop a positive relationship between the two entities.

Finally, agencies must deliver police services to the public. In turn for the services, the police department's image will improve, and agencies will serve their communities more effectively.

THE MARKETING MIX

Today, the single most significant marketing doctrine is the marketing mix, which encompasses all of the agency's tools that it uses to influence a market segment to accomplish its objectives. These tactical tools are used to influence customers, and, in law enforcement, they can help realize the police department's goal of a positive image.

When determining the marketing mix for which tools to use in a marketing plan, managers must remain cognizant of the internal and external environments of the organization. Neighborhood and community groups may influence what services a police department offers. Local newspapers and radio and television stations can carry news of department activities and services, as well as provide editorial comments to influence public opinion of the department.

Public relations, the single most important mass-promotions tool that significantly can impact the department's image, has the ability to create favorable publicity, build on the department's image, and prevent or handle rumors and incorrect information. Therefore, law enforcement agencies must have an excellent working relationship with the local media. Positive media stories are free marketing ads about the department. The more trusting a relationship a department has with reporters, the better it will be able to work with them during times of crisis.

Most services provided by police departments are intangible. When possible, the department should look for ways to leave a tangible product behind. For example, officers can leave brochures, patches, rulers, frisbees, stuffed animals, and other departmental memorabilia with citizens.