Closed Session PT Customer Experience Project - Update · A customer experience strategy that; 1. Drives new product and service delivery that responds to customer need. 2. Aligns

Board Meeting | 21 November 2013 Agenda item no.9i

Closed Session

PT Customer Experience Project - Update Recommendations That the Board:

i. Notes progress on the public transport customer experience project.

Executive summary The programme of initiatives to grow and develop Auckland public transport over the three year Statement of Intent period is founded on seven strategic projects. This report provides an update of progress on the seventh project of developing a blueprint design for enhanced customer experience across public transport services, facilities, staff-customer interactions and multi-modal support services.

Phases 1 to 4 of the project have now been completed through information gathering, observing and recording customer experiences, understanding customer issues and solution generation and development. Idea generation workshops have recently been held with Auckland Transport and other stakeholder and operator management and staff.

A summary presentation on process undertaken and key findings will be presented at the Board meeting.

The final phase, which is further solution building and future customer experience blue print documentation will be finalised in December.

Strategic context Patronage growth targets are set over a three year period for public transport within the Statement of Intent and over a ten year period in the Long Term Plan.

A programme of seven strategic projects have been identified to underpin the three year patronage growth development. One of the key seven strategic projects is implementing a new customer focused and customer centric approach to public transport provision by Auckland Transport and service suppliers. The customer experience project is undertaking first-hand research and solution development to prepare a blue-print for enhancing the customer experience across public transport.

Background 3-year Public Transport ‘Next Steps’ Programme A three year programme of seven key strategic PT projects is currently being delivered:

1. HOP integrated ticketing followed by progressive implementation of the initiatives within a strategic pricing and integrated fares review for public transport

2. Service regulatory and procurement reform through the PT Operating Model (PTOM) following enactment of enabling legislative reform of the Land Transport Management Amendment Act 2013 in June

3. New service network rollout of high frequency bus services and integrated and connected support services with associated facility and infrastructure upgrades

4. Rail service enhancements and transition to the new EMU fleet 5. Ferry service and facility enhancements


Closed Session

6. On-time service performance and customer information 7. Customer experience enhancement across all customer touch points

Figure 1. Seven strategic projects over the next three years

Progress on Customer Experience Programme The aim of the project is to develop a set of design blueprints and standards for an enhanced experience that customers will receive on future bus, rail and ferry services and through multi-modal support services.

Thoughtfull Design consultancy has been appointed to facilitate the work having recently completed similar blueprint and experience design remits for Auckland Council and Air New Zealand.

The first four phases of the project are nearing completion across information gathering, observing and recording customer experiences, understanding customer issues and solution generation and development. Idea generation workshops have recently been held with Auckland Transport and other stakeholder and operator management and staff.

A summary presentation of the process and work to date along with key findings will be provided at the Board meeting.

Next steps Further solution building and future customer experience blue print documentation will be finalised in December.


Closed Session

Attachments Number Description 1 Thoughtfull Design Presentation, November 2013 (to be issued separately

prior to meeting)

Document ownership Submitted by Mark Lambert

Group Manager Public Transport

Recommended by Greg Edmonds Chief Operations Officer

Approved for submission

David Warburton Chief Executive

Glossary Acronym Description EMU Electric Multiple Unit PTOM Public Transport Operating Model

Though!ull Design Limited / Auckland Tran!ort Customer Experience Strategy. 2013 / Progress Report

MISSION:TO CLOSETHE GAP.ProgressReport

The Gap

2013 2022

70m

140m

Proje!ed GrowthApprox 101m

A"iration

CurrentPatronage

Trips per person per year


Deliverable. A customer experience strategy that;

1. Drives new product and service delivery that responds to customer need.

2. Aligns the different parts of the Public Transport ecosystem to deliver a seamless experience.

3. Builds on existing product, service and infrastructure initiatives.

So that we better attract new customers and encourage greater patronage from existing customers.


A strategy made of three parts:

SAS use only 19SAS Innovation briefsInnovations

18 SAS use onlySAS Innovations briefInnovations

Phone accessPassengers canconnect directly to SASthrough a single easyto remember toll-freenumber using theirhome or cellularphones. E-tickets orother ticketless travelsystems providepassengers with uniqueaccess codes thatprotect the security oftheir reservations.

Home PC kiosk accessProprietary software and webpages give customers access toall the systems of the SASKiosk. Trip planning linked tothird party resources providepassengers with needed travelinformation.

Easily identifiableSpecially designed and easily identifiable kiosk areavailable in urban areas and throughout the airport.These kiosks should act as landmarks for wearytravelers, and present geographically relevantinformation. For instance, a kiosk in the baggage claimarea first offers information that is relevant to that stageof the passenger’s journey.

Staff toolsStaff are provided with portabletools that help them givepassengers full servicethroughout the airport. Hand heldpen-based computing systems arealready in use by British Airways,Avis and others. Special toolstailored to staff needs makeservice delivery simpler andsignals a commitment to staff.

what’s new?The information system is not just used for logistics andaccounting but also gives passengers access to informationand control over their experience.

tomorrow...The SAS Kiosk is an interactive information systemthat gives passengers control over ticketing, reserva-tions, and other procedural travel activities. Selectpersonal activities are also supported bythe kiosk, such as staying connectedwith the outside world. The systemprovides passengers with optionsfor interacting with SAS that bettermatch their preference, and allowsSAS to move staff to areas wherepersonal interaction is more valued.The kiosk provides access to SASinformation services through websites, in-flight entertainment sys-tems, in lounges, and at downtownticketing offices, hotels, and lounges.Access is also possible by telephone.Secure access is enabled by EuroBonuscards with PIN numbers, or tickets.Wherever possible, the card replaces the ticket andprovides necessary information through a simpledisplay or printouts. The system helps collect thepassenger’s travel history to allow for appropriateresponses from staff.

The kiosk also connects different activities andenvironments. Passengers can use the system as amessage forwarding service, ensuring messages reachthem wherever they may be in the SAS system. It isalso available for information storage for files thatneed to be output or forwarded and as a source oftravel related information. Properly implemented,passengers can use a single card as a key to allservices that are available to them, as well as select theservices they desire. Combined with credit cards andbonus points, the system helps passengers betterconfigure their journey.

SAS kiosk

today…Passengers often must depend on the airlines to dole out needed information andmeet different requests. Whether waiting on a phone listening to Muzac orstanding in successive lines at the airport, passengers are disenfranchised, unableto participate in the process, and so have little control over their travel experi-ence. Further compounding the problem, passengers rarely engage in a dialoguewith staff but rather are told what to do and when.

Ongoing SAS projects Customer database, p84; Multimedia PC, p92

Direct access to required proceduresAt the airport, kiosks offer readyaccess to the procedural activitiespassengers are required to perform.Some kiosks facilitate both travelingalone or in groups.

Service ConceptsPlan

An Integrated Journey Model1/

CustomerValue DriversPlan2/

3/


USERS

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Emotional relevance

Convince 01 Under!and Plan 03 Buy Find

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From using a mode to learning a sy#em

Making the sy#em visible

Service oriented

Value Drivers/

Beyond point to point

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Confidence in the sy#ems certainty

Value Drivers/

Make it easy for me to pay

Rewarding use

O$ers a sense of value

Value Drivers/

Channel Information Consi#ency

Make it obvious

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Value Drivers/

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Value Drivers/

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Create ‘my’ time

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Value Drivers/

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Value Drivers/


A societal shi"

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Feeling control

Emotional relevance

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Value Drivers/


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Rewarding use

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Value Drivers/

Channel Information Consi#ency

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Value Drivers/


Value Drivers/


Making payment e$ortless

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Value Drivers/

Where am I?

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Value Drivers/

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Journey Stages


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2 / Customer Value Drivers

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3 / Service Concepts

IDEATION SESSION


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30 concepts addressing 10 common customer value drivers:

Service Concept

1. Educate me on how the PT system works.

2. Orientate me on where I am and where I am needing to go next.

3. Encourage me to further explore the city.

4. Remove the barriers to my regular use.

5. Make my wait comfortable and produ$ive.

6. Provide me with a viable alternative to my car

7. Reward me for my good PT behaviour.

8. Make me proud of belonging to the PT community.

9. Be#er enable my first and final leg.

10. Prove to me you are passionate about customers.


USERS

For example /

Service Concept


1. Educate me on how the PT system works.

2. Orientate me on where I am and where I am needing to go next.

3. Encourage me to further explore the city.

4. Remove the barriers to my regular use.

5. Make my wait comfortable and produ$ive.

6. Provide me with a viable alternative to my car

7. Reward me for my good PT behaviour.

8. Make me proud of belonging to the PT community.

9. Be#er enable my first and final leg.

10. Prove to me you are passionate about customers.

USERS

For example / Concept 1 of 30

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The shi%s needed to make it happen

1. The PT Industry

OperationalCulture

ServiceCulture

2. Auckland Population

CarCulture

ChoiceCulture


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The way in which we’ll bring it all together.

Foundational insights01/ 02/ 03/ 04/ 05/ 06/ 07/ 08/ 09/ 10/ 11/ 12/ 13/ 14/ 15/ 16/

17/ 18/ 19/ 20/ 21/ 22/ 23/ 24/ 25/ 26/ 27/ 28/ 29/ 30/ 31/ 32/

01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/

01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/ 01/

Cu!omer Need

OperationalDesignPrinciples

Operational Insights

Cu!omer Experience Strategy ( at a glance)

1 Produ! Accessibility

This is a definition ofthis operational principlewhich is a design principlein organisational "eak

2 Integrating theEcosy#em


3 A designed cu#omerexperience


4 Ge$ing the basicsright


5 A clear point of view


6 Selling the service


7 Managing change


8 Role of PT people



A societal shi"

Feeling control

Feeling control

Emotional relevance

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Plan

Plan

Buy

Buy

Buy

Find

Wait

Ride

Ride

Ride

Navigate

Door-Door

Door

10

02 04 05 06 07 08 09 10

Cu!omer ExperienceNarrative(The concepts that formthe experience)

Educate Me. 01

PT Name/A name users can identify and conne! with when using PT.

Network Map/One map, one view of the PT network users can under#and.

Myth Bu!ing Campaign/A campaign focussing on di$elling old and innacurate beliefs

Welcome Kit/A kit that is given to people using PT for the fir# time

AT Real-time App/A next generation App that leverages real-time data.

Color Sy!em/use of colour coding to identify routes, modes and services.

Big Fare Events/Auckland-wide discounts aimed at envourage trial.

PT Travel Calculator/a calculator that ebales you to compare true co# of the car.

Burden the freedom/A limited time promotion where you exchange your car for a lifetime of PT

Bus Backs/Utilising the backs of buses to communicate and convert car addi!s

AT’s got talent/A busking competition performed in #ations where travelers vote

Quick Co"ee/An intergated co%ee ordering and service sy#em

The Aucklander Bike/A designed urban bike relevant to Auckland subsidiesd by AT.

AT Tuk tuks/A fleet of tuk tks that operate around the cbd during the morning and interchganges at the end of the day

Pit Stops/Convenience #ores providing on-the-go essentials.

PT+/AT o%ers $ecial faresfor cu#omers using pt to enjoy AC a&ra!ions

Ridevent/combing free PT with Auckland events

Shopping Chau"eur/A free branded PT service that travels between shopping precin!s

Game On/Discovering Auckland events run monthly with subsidised fares.

What’s out there?/digital and printed maps showing local services and points of intere#

PT Film fe!ival/AT $onsors a short film conte# focussed on the PT network

Hop Achievements/Gamification of PT through the Hop card and digital pla'orms that accumulate virtual rewards

Popular Culture/Inje!ing PT into nz tv and Film

PeTe & Friends/Creating a set of chara!ers that bring the sy#em to life for children

Travel More, Pay Less/rewarding those who travel mo#/furthere#

Good Points/Loyalty points earnt for good behaviour that are redeemed again# council services and fees

M Hop/A mobile phone app that utilises NFC technology and contacless

AT events team/A team within AT that is tasked with leveraging PT assets to a&ra!y cu#omers

Leaderboard/Visual di$lays that show at’s #a% PT usage again# cu#omers

Ride in my seat/sending #a% out into the network to build empathy.

Orientate Me Break theAddi"ion

03 Waiting Door to Door Explore A Creating aMovement

Lock me in AuthenticallyPassionate

02 04 05 06 07 08 09

Hop Band/A wri# band that allows cu#omers to tag on and o%...

A convseration needed with the wider Auckland public on the value of using an integrated public tran$ort sy#em.

Value Drivers/

Easy to under#and



Service oriented


Value Drivers/


Tools at hand



Value Drivers/


Rewarding use

O%ers a sense of value


Value Drivers/

Consi#ency across information channels

Make it obvious




Value Drivers/



Value Drivers/


Making payment e%ortless vs. a negative experience

PT takes care of me



The influence of others

Make park and ride easy


Value Drivers/

Where am I


Value Drivers/



Value Drivers/


Making payment e%ortless vs. a negative experience

PT takes care of me




Value Drivers/

Book ofInsights.7kYabWdZ�JhWdāehj9kăec[h�;nf[h_[dY[�H[i[WhY^�H[fehj30/09/2013

Book ofConcepts.7kYabWdZ�JhWdāehj9kăec[h�;nf[h_[dY[�H[i[WhY^�H[fehj30/09/2013

1/ResearchDocument

2/DesignBriefs

3/The Strategyat a Glance


Documents

Closed Session PT Customer Experience Project - Update · A customer experience strategy that; 1. Drives new product and service delivery that responds to customer need. 2. Aligns