This document contains the following 6 deliverables
1. Delivery Presentation
2. Trainer Manual
3. Participant Manual
4. Pre-Training Questionnaire
5. Post-Training Questionnaire
6. Group Activity
Policy Advocacy for Senior Managers
P resentation title[To edit, c lick View > Slide Master > Slide Master]
©2019 Deloitte Shared Services India LLP 1
Delivery Presentation
EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)
POLICY ADVOCACY FOR SENIOR MANAGERS
MINISTRY OF HOUSING AND URBAN AFFAIRS, GOVERNMENT OF INDIA
Consultancy Services for Design and Development of Training Programme for City Transport Professionals
December 2020
2
Preface
The Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city
bus transport in India. ESCBS project has three major components which are National Capacity Building (NCB); Regulatory,
Institutional and Fiscal Analysis; and City Demonstration. This engagement falls under the purview of the NCB component of the
ESCBS project. The objective of the engagement is to design and develop training programme for city transport professionals. This
engagement also involves pilot testing, implementation, evaluation, and suitable modification of the training programme.
As a part of this engagement, eight training areas have been identified and prioritized by the Ministry of Housing and Urban Affairs
(MoHUA).
Policy Advocacy for
Senior Managers
Outsourcing for Senior
Managers
Monitoring and
Evaluation for Senior
Managers
Network Planning for
Middle Managers
Operations Planning for
Middle Managers
Outsourcing for Middle
Managers
Bus Operations for
Middle Managers
ITS and MIS for Middle
Managers
1 2 3 4
5 6 7 8
For each training areas, a total of three modules have been prepared:
A. Participant’s Notes: Detailed notes for participant’s reference containing links for more reading and is circulated before training
B. Trainer’s Notes: Detailed notes for trainer’s reference containing focus points, questions for discussion, etc.
C. Delivery PPT: Brief presentation containing various animation, videos, group activities, etc. and is displayed on screen
3
This training material on “Policy Advocacy for Senior Managers” aims in advocating in favor of the
policies that have been conceptualized. It enables the Senior Manager to advocate to the citizens, politicians,
and bureaucrats about ideas related to bus transport, and guidelines to formulate the same. In addition, the
training material formulates strategies for ensuring continuity of business through succession planning.
Another aim of Policy Advocacy is to outreach stakeholders, including policy-makers, to adopt policies/policy
changes that would strengthen a transit agency & facilitate the provisioning & use of (bus) transit service.
Marketing of bus services helps in creating awareness among the target audience regarding the existence
and benefits of the service. The strategy includes identifying and consulting various stakeholders; branding
the services using name, logo and tagline; and forming a marketing strategy using campaign and various
media options.
About the Module
4
1 Understanding why is there a need for Advocacy
2 Understanding whom is the advocacy meant for
3 Understanding what to advocate to the various stakeholders
4 Understanding the mechanism to advocate to the citizens (4P model for Policy Advocacy)
5 Understanding the mechanism to advocate to the Regulatory and Sanctioning Authority
6 Assessing business environment and citizen in order to advocate
Learning Objectives
7 Understanding the need to change internal environment after advocacy
8 Assessing the importance and mechanism for succession planning
9 Design and formulate branding and marketing strategy for outreach
5
Advocating to Citizens
A. Understanding Users and Non-Users
B. Overview – 4P Model for Policy Advocacy
C. First P – Product
D. Second P – Place
E. Third P – Price
F. Fourth P - Promotion
4
Introduction
A. Overview
B. Why advocate / what to advocate / whom to advocate to?
C. How to advocate?
1
Business Environment
A. Overview
B. External environment
C. Internal environment
2
Table of Contents
Understanding
Objectives
A. Citizen centric objectives
B. Essential elements of objectives3
6
Managing ChangeA. Managing change based on objectives set
B. Managing change based on customer feedback6
Business Continuity
Planning
A. Succession Planning
B. Transition Planning7
Table of Contents
Advocating to Regulatory
and Sanctioning
Authority
A. Overview
B. Advocating to Regulatory and Sanctioning Authority
C. Case Study
5
Marketing and Branding
A. Introduction
B. Stakeholder analysis
C. Branding strategy
D. Marketing strategy
8
7
Introduction
Overview – Key policy challenges/decisions
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
The Senior Manager should orient themselves on understanding the basic purpose of
running the buses and understand the key policy challenges they may encounter with.
1What role bus transport can play within city mobility system
• Feeder services, Main haul
• Strategy for integration with other modes of transport
2Which are potential business segments bus transport can target
• Based on Income, Occupation, Demographics
• Based on Social Equity (Gender, Senior citizen, etc.)
3What are appropriate type & level of service to serve business segment
• Type of Service (Premium, Regular, etc.)
• Level of Service (Frequency, priority lanes, expressway, etc.)
4What are my service delivery mechanism/business models
• In-House Operations
• Public-Private Partnership (GCC, NCC)
8
Introduction
Overview – Key policy challenges/decisions
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
5Do I have required capacity/capability to plan and operate services
• Manpower Strength
• Manpower Skill
6How do I plan to ensure financial sustainability of business
• Fare fixation, revision, non-fare box revenue
• Support required from government (operational subsidy, capital investment, etc.)
7How to deal with external challenges
• Land required for supporting infrastructure (depot, terminal, bus stop)
• Securing permit/license & other approvals from relevant government agencies
To deal with the above challenges, you must understand the Market which comprises of the following:
CITIZENSINTERNAL BUSINESS
ENVIRONMENT
EXTERNAL BUSINESS
ENVIRONMENT
9
Introduction
Overview
Policy Advocacy aims to communicate the policies set by the organization to
achieve its objectives.
Policy Objectives
Customers Environment
Policy Formulation
Product
Market
Delivery
Advocacy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
10
Introduction
Overview – Case study of Hubli Dharwad Bus Rapid Transit System (HDBRTS)
HDBRTS, India: Hubli Dharwad BRTS decided to provide BRT system in the city
Policy Objectives
Customers Environment
Interviews with
commuters, drivers, and
other stakeholders to
identify needs and make
people aware
Analyzed the external and
internal business
environment factors
responsible for the BRT
system
Provide a BRT system for easy and fast transportation
Policy Formulation
High ridership observed as customers were already
aware of the BRT project and were eager to travel
Advocacy
Hubli Dharwad advocated the citizens and conducted
interviews to understand the requirements of
the citizens. HDBRTS was
able to communicate
the policies set by the
organization to relevant
stakeholders
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
11
Introduction
Overview – Case study of Shuttl
Shuttl, India: Luxury bus service based on income and occupation of commuters
Policy Objectives
Customers Environment
Targeted office goers
whose needs were
comfortable service with
AC privileges
Analyzed origin
distribution of office
goers and planned the
bus routes accordingly
Provide premium luxury bus service with provision of
AC, guaranteed comfortable seat through mobile app
booking
Policy Formulation
Mobile app made through which 45,000 rides are
booked per day with 750 buses in seven cities
Advocacy
Shuttl bus services advocated the
citizens and the environment before formulating the bus
services. This exercise of policy advocacy ensured
its gradual success
Furthermore, Shuttl utilizes the feedback of
commuters in their bus transport
services regularly to ensure the
requirements of the citizens are
updated and met.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
12
Time allocation:
• Completing the Chart
provided – 40 minutes
• Presentation of the
Chart – 15 minutes
each group
Group Activity
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
13
Introduction
Questions for Audience
Q1. Why should we advocate?
Q2. What is to be advocated?
Q3. To whom should we advocate to?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
14
Introduction
Why advocate? What to advocate? Whom to advocate to?
The advocacy helps to secure the customer’s
acceptance. It also assists in securing endorsement
from Regulatory and Sanctioning Authority.
Whom to advocate to?What to advocate?
• An idea, beneficial for bus transport customers
• Example: introduction of new BRT, new bus transport system, route planning, etc.
• A new system of service/systemic innovation needs to be advocated
• Citizens wait for it eagerly before the implementation of policy
• City politicians, ministers, investors, etc.
• Citizens would be aware of the ongoing and future development in bus transport.
Why advocate?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
15
Introduction
How to advocate?
You must advocate two set of stakeholders:
1. Targeted (Private) – To Regulatory and Sanctioning Authority
2. All (Public) – To Citizens
• They include politicians, top management of government / authority and other senior
officials.
• The Senior Managers should work on soft skills and bus context skills to advocate to
the Regulatory and Sanctioning Authority.
• The purpose of Advocacy to Regulatory and Sanctioning Authority is to secure their
endorsement and request for support including funding.
Target (Private): To Regulatory and Sanctioning Authority
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding• They include residents/non-residents such as current commuters, potential
commuters and non-commuters.
• The 4P model of Policy Advocacy should be followed to advocate to the citizens.
• The purpose of Advocacy to citizens is to secure their acceptance.
All (Public): To Citizens
16
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction
Potential Means to Advocate
Private Advocacy: Below are the tools/channels for advocacy which should be used
for advocating to Regulatory and Sanctioning Authority.
You must have a
smooth
communication to ensure everyone’s
acceptance on the
decisions you make.
Details are provided in Chapter 5 of this module.
In-person
advocacy
through private
meetings.
(Recommended)
Circulation of
Approach
Note that
explains and
justifies your
objective.
Organization
of workshop
in order to
discuss on an
open forum
Remember that
Public Transport is a
multi-year commitment.
17
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction
Potential Means to Advocate
Public Advocacy: Below are the tools/channels for advocacy which should be used
for advocating to citizens
The news
media, web
sites, and
direct
outreach.
Social Media
Platforms
such as
Facebook,
Twitter,
Instagram,
etc..
Information
kiosks which
share
information
brochures,
etc..
Videos
(showing a
realistic view
of the service)
Visual images,
specially the
impact from
before and
after images.
Details are provided in Chapter 8 of this module.
18
Introduction
Advocating – What, Whom, How?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Funding support
Introduction of new routeIntroduction of bus services
Introduction of new facilities (card payment, level boarding)
Procurement of fleet
New Infrastructure (Land, Depot, Terminal, etc.)
Fare FixationWhat to
Advocate?
Politician Bureaucrat
• How investment (quality of services,
additional infrastructure, acquisition of new
fleets) in public transport system is in public
interest.
• How increase in fare may improve
attractiveness of public towards public
transport.
• How improvement quality of services of
services attract more patronage.
• How introduction of new routes/services can
help in generating employment and more
patronage.
• How investment in public transport system is
beneficial for overall improvement in mobility
and economic development of the city.
• How fare increase can help agency in
sustaining the bus operations.
• How introduction of new routes/services can
improve mobility in the city and enhance
ridership.
• How improvement in public transport can
help city in reducing congestion and
pollution.
19
Introduction
Advocating – What, Whom, How?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction of new bus service (premium, other)
New PT System (BRT)
Fare Fixation
Introduction of new route and procurement of fleet
Introduction of new infrastructure
Introduction of new facilities (card payment, level boarding)
What to Advocate?
Current Commuters Non-CommutersPotential Commuters
• How increase in fare can help
agency in maintaining regular
and reliable services
• How new services will save
time and accessibility in
mobility of the commuters
• How cost of travel can be
reduced by using public
transport
• How use of public transport can
help city in reducing congestion
and pollution in the city
• How the public transport
system is beneficial for the
public and would not
interfere with other modes of
transport in terms of road
sharing.
• How the new infrastructure
would not interfere with the
lives of the people in terms
of space and daily
commuting.
20
Introduction
How to advocate?
Before advocating to the citizens or the Regulatory and Sanctioning Authority,
the Authority must be clear on their Business Environment and Objectives
Business Environment is of two types:
• External business environment which helps in analyzing the city’s
profile and outside factors that affect bus operations
• Internal business environment which helps in analyzing the internal
organization (bus operation agency)
Objectives are set by the Authority based on their assessment of External
and Internal Business Environment. These objectives are of two types:
• Citizen Centric Objectives that are aimed as per the demand of
current and potential commuters
• Essential Objectives are the ones that must be considered
irrespective of the different factors
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
21
Business Environment
Overview - Video
Victoria – New Public Transport System
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
22
Business Environment
Questions for Audience
Q1. Why should the senior managers consider the external
environment before taking a policy advocacy decision?
Q2. Why should the senior managers consider the internal
environment before taking a policy advocacy decision?2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
23
Business Environment
Overview
The external business environment provides the constraints within which the authority
needs to operate their bus transport system. Example: small bus has to be used in a hilly
city because of city’s geography
Existing transport system
Geographic factors
Demographic factors
Policy & regulatory framework
1
3 4
2
Existing infrastructure
Financial capacity
Manpower strength and
skills
2
External Business Environment Internal Business Environment
These factors will help in identifying the features of the Product (Mobility)
such as it’s size, route, frequency, etc.
1
3
The internal business environment provides an analysis of the authority and is useful for
making decisions for bus transport system. Example: Outsourcing of bus operations due to
limited availability of skilled manpower.2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
24
Business Environment
External Business Environment
The geographical factors determine the spatial constraints for network planning such as
route length, influencing the design of bus transport system. They consists of the following
factors:
Geographical Demographic Policies Existing system
The demographic profile of the city defines the commuter of bus transport services whose
composition influences the design of service/ operating plan through factors such as
location of demand centers, occupational distribution, age structure, etc.
Geographical Demographic Policies Existing system
Size & shape
of the city
Length of
road networkType of roads
Terrain of the
cityLand
Spatial distribution
of population
Occupational
distribution
Income
distributionAge distribution
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
25
Business Environment
External Business Environment
The regulatory environment in a city / state impacts the development of a bus transport
system. Apart from laws, acts and policies, different restrictions imposed can also impact
bus operations in the city.
Example: CNG bus policy in Delhi, Limited outsourcing in Andhra Pradesh & Karnataka, etc.
Geographical Demographic Policies Existing system
Existing transport system in a city determines various policy decision such as integration /
competition with other modes, last mile connectivity concerns, fare structure, etc.
Geographical Demographic Policies Existing system
Case study - Nottingham Workplace Parking Levy (WPL): Achieving increased usage
of public transport by imposing a parking levy. Congestion fell on the major roads in the
morning rush hour when the levy was introduced and recorded the highest public transport
usage in UK.
Case study - Kochi: Integration of transport modes through co-operatives by formation of
Unified Metropolitan Transport Authority (UMTA). Furthermore, Kochi Metropolitan Transport
Co-operative (KMTC) was launched for bus operators. Through these measures, the city of
Kochi was able to achieve integrated shared mobility system
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
26
Business Environment
External Business Environment - Video
Sihlcity – Transport solutions for a shopping mall
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
27
Business Environment
Internal Business Environment
Assessing the existing infrastructure determines the current state of bus operations and
necessary improvements required in the existing infrastructure, etc.
Buses Bus Depots Bus SheltersBus Terminals
Existing Infrastructure Financial Capacity Skilled Manpower
Mira Bhayandar: Inadequate space for parking and maintenance of buses. Due to this
unavailability of Bus Depot, 10% of bus schedules were cancelled every month. Here, the
authority did not consider the second P (Place) and procurement of buses preceded the
decision of construction of infrastructure (depot)
This analysis allows the decision makers to understand the extent to which costs of public
transport needs to be recovered from users and non users.
Financial constraint can be calculated through various Key Performance Indicators (KPIs)
such as Operating cost per passenger-km, Fare box ratio, revenue per passenger, etc.
These parameters are provided in detail in the training material “Monitoring and Evaluation”
Existing Infrastructure Financial Capacity Skilled Manpower
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
28
Business Environment
Internal Business Environment
Existing Infrastructure Financial Capacity Skilled Manpower
Case Study: BEST Undertaking stopped the recruitment of employees for several years.
When the recruitment began, the new recruits were unskilled, and on the same hand, the
existing skilled manpower was about to retire. This created an age gap in employees. The
HR Policy was not formulated well.
Authorities can assess the skilled manpower in the organization to deliver bus transport services and
facilitate decision making for outsourcing , training, and required recruitment for staff.
Recruit / Train
This option should be explored by the authority when a long term task isto be undertaken. The authority may recruit the additional skilledmanpower or train the existing manpower to increase their proficiency ina particular task.
Outsource
This option should be explored by the authority when a difficult shortterm task is to be performed or it is beneficial to leverage the skills ofindependent player. This option may also be explored if the objective ofthe authority would be to run on outsourcing model.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
29
Understanding Objectives
Questions for Audience
Q1. Why are the objectives necessary for an organization?
Q2. Why should the objectives be formed at the very beginning?
Q3. What are some of the essential elements to be considered while
setting objectives
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
30
Understanding Objectives
Citizen centric objectives
The umbrella objective of any bus transport organization is to offer conducive bus transport system. By doing this, the organization would be able to achieve an
increase in modal share of public transport and decrease the congestion in the city.
Citizen Centric
Objectives
Environment Objectives
7
Social Objectives
6
Adequacy
5
Regularity and
Reliability
4
Comfort and Convenience
3
Affordability
2
Accessibility
1
The objective must be
formulated in
concrete and
quantified terms, for
instance - increasing
the modal share of
public transport to
50% of all motorized
trips in the next 10
months.
These objectives
should undergo
amendments after
discussion with
stakeholders.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
31
Understanding Objectives
Citizen centric objectives - Video
Ahmedabad – Bus Rapid Transit System
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
32
Understanding Objectives
Citizen centric objectives
Case study - Manchester UK: Increasing accessibility to businesses and shops in thecity center by introducing zero-fare buses linking rail station, tram shops, shopping areas,etc. in 2012. In 2013, there were 2.8 million passengers on Metroshuttle, an increase of32% since 2006.
Accessibility
This includes optimizing the distance between commuters’ origin and destinationof a trip to a bus stop. This may require modifications in network planning.1
Affordability
This includes optimizing the cost of travelling through bus transport. This mayrequire implementation of a robust fare fixation mechanism while ensuringfinancial sustainability of affordable bus operations.
2
Case Study - Tallinn, Estonia: Introducing free publictransport in Tallinn (Estonia) for affordability for it’sregistered citizens with an aim to increase the usage of publictransport. The number of people using public transportincreased and the amount of cars were reduced. However,walking was reduced since people used public transport forshort distances.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
33
Understanding Objectives
Citizen centric objectives
Comfort and Convenience
This indicates the installation of additional features, such as, luxury seats, airconditioning, Wi-Fi services, etc., in a bus to make bus travel comfortable andconvenient for passengers.
3
Case Study - Shuttl, India: Decided to provide premium luxury bus service based on
income and occupation of commuters. The features included online booking through a
mobile app and guaranteeing a comfortable seat in the AC bus. Safety features such as
face-recognition and live CCTV feed were also included. Currently, Shuttl offers 45,000 rides
a day with over 700 buses and 150 routes in seven cities across the country
Reliability and regularity
This includes optimizing planning and implementation of frequency of busservices. This may require formation of a smart monitoring system and PIS,apart from enhancement of fleet and crew.
4
Adequacy
This indicates the potential of bus transport organizations to cater to the demandof entire city. This may require optimum deployment of fleet and crew sizeincluding enhancement of the same.
5
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
34
Understanding Objectives
Citizen centric objectives
Social Objectives
This includes ensuring usability of bus services by different social groups including children, women, elderly, differently-abled commuters, etc. 6
Case Study – Catering to social objectives in Ahmedabad by introducing level boarding in buses for easy boarding for differently abled people, children and elderly. Safety was considered while introducing the level boarding.
Case Study – Catering to social objectives in Bengaluru by launching “The Smart Card program” with reduced fares applicable for students. Additional concession provided to socially disadvantaged group (SC/ST, Girls). 3.5 lakh students benefit from the program in 2018-19.
Case Study – In Delhi, seats are reserved for women and physically disabled people in both buses and metro to meet the social objective.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
35
Understanding Objectives
Citizen centric objectives
Environmental Objectives
Emission Reduction: Reduction of emissions from buses may require appropriate
selection of fleet technology and fuel, and frequency of maintenance.
Noise Reduction: Noise reduction in terms of engine noise, working of silencer,
etc. may require updating technology and appropriate maintenance.
7
These objectives are usually specified under laws for emissions from each vehicle. However, the total pollution load in a city may be reduced by encouraging bus transport.
Delhi Transport Corporation: Maintenance of buses to achievefuel efficiency by the contractor in terms of kilometers operatedper kg of CNG fuel consumed (KMPKG) against specified norms inthe contract. The result would be reduced emission and fuelconsumption from bus transport systems
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
36
Understanding Objectives
Citizen centric objectives - Video
Chilean capital adapts electric buses for public transportation
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
37
Understanding Objectives
Essential Objectives
Bus services are a means to improve the well-being of people by facilitating access toeconomic and social benefits. Thus, its design is aimed at meeting the needs of consumersin a way that is equitable, affordable, and responsive to all groups.
Social Equity Safety and Security
While deciding the objective of the authority, some essential elements of objectives should
always be considered. These include ”Social Equity” and “Safety & Security”.
Enhancing access to facilities
Investments in bus services
Improving physical inclusion
Augmenting time-based inclusion
Improving economic inclusion
Improving space inclusion
Enhancing geographic inclusion
Reducing fear-based exclusion
Considerations for social equity
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
38
Understanding Objectives
Essential Objectives
Ho Chi Minh City, Vietnam: Gender design features in the bus transport system
Action
• The program has been designed to promote safe and secure mobility of women,
provide women with better income-earning and employment opportunities, and allow
women to better manage their domestic and child-caring responsibilities.
Social Equity Safety and Security
Impact
• The system has been designed considering gender design features such as
• Targets of 20% construction jobs and 30% station jobs for women,
• Dedicated waiting spaces for women on platforms,
• Shop spaces for female-owned businesses,
• Women-only carriages with additional child seating and storage space for baby
carriages/shopping,
• Secure street lighting around stations; Easy access drop-off and pick-up points,
• Special attention to households headed by females in livelihood support after
resettlement.
• Catering to all the social groups is expected to increase ridership resulting in higher
profit for the organization.
Note that in this case study, the “What’s in it for us” argument is focused upon.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
39
Understanding Objectives
Essential Objectives
It is essential for bus transport services to cater to the safety of commuters as well as road users. If the passenger feels safe and secured, it is more likely to induce a positive perspective towards public transport.
Safety and Security
Key Considerations
1 Processes
2Human Elements
3 Infrastructure Elements
• Hazard identification and resolution • Incident reporting and investigation• Emergency response planning & coordination
• Driver selection and training• Drug and alcohol testing• Fitness of staff for duty
• Vehicle maintenance• Facilities’ inspections• Safety mechanisms• Lighting facilities
Perception of how safe and secure one feels in bus transport is an important factor for consumers.
Prevention
from accidents
Protection
from crime and
harassmentSafety Security
The cause of incident is more important than the severity of the incident.
Social Equity Safety and Security
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
40
Understanding Objectives
Essential Objectives
Bangalore, India: Designing an On-street Interchange at Hosur Road, Bangalore
Context
• In 2013, BMTC rationalized bus routes on Hosur Road as part of the
Bangalore Integrated Grid Bus Network.
• This resulted in direction-based services comprised of several trunk
and suburban feeder routes.
Social Equity Safety and Security
Impact - Optimal location for the interchange was the median, as it satisfied the following:
• Safe movement of passengers between trunk and feeder platforms
• Safe dispersal of pedestrians once they alight a bus
• Convenient distance from both sides, facilitating safe pedestrian movement
• Segregated lanes for feeder buses entering the interchange
• High level of service for connecting passengers by reducing waiting times
Task - The intersection points of trunk and feeder routes required
infrastructure to allow safe and timely transfers for commuters.
Action - With prime focus on passenger comfort, critical interchanges
were planned at major nodes of the route network.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
41
Advocating to Citizens
Questions for Audience
Q1. Who are the citizens?
Q2. What should the senior managers consider before advocating to
the citizens?
Q3. What is the step by step procedure that the senior manager
should follow for successful advocacy to the citizens?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
42
Advocating to Citizens
Understanding users and non-users
The citizens of the city comprises of users and non-users of bus transport. The users of a
bus transport system comprises of the current users (ridership) and the potential users
(future users).
Users
Non-users
Current
Commuters
Potential
Commuters
CITIZENS
Non-
Commuters
Retain them
Attract them
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
43
Advocating to Citizens
Understanding users and non-users: Mumbai Metro (Case study)
Mumbai Metro: The new line being constructed in Mumbai in 2019
Context: Mumbai metro consists of a west and central line which carries around 7-8 millionpassengers per day. These liners are connected by a Line-1 metro from Andheri toGhatkopar.
Action: A new central metro line is being constructed underground. It is expected to relievethe existing sub-urban lines of it’s congestion.
Current
Commuters
Potential
Commuters
Non-
Commuters
Currently there are 0.5 million are travelling in line 1 of Mumbai
Metro.
The commuters using the western and central lines are expected to
shift to Line-3 metro, which is currently being constructed in
Mumbai from Colaba to SEEPZ.
• The land acquisition for constructing underground metro station
has forced the current land owners to rehabilitate.
• The new underground station would be constructed on the side of
the road. As a result, some road space would be occupied by the
newly constructed underground entrances.
• The metro depot would be constructed inside the Aarey forest.
This would result in the felling of approximately 3000 trees.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
44
Advocating to Citizens
Overview – 4P Model of Policy Advocacy
This 4P model assists in advocating the citizens comprising of users and non-
users
Price
The pricing model
should include a
price list,
discounts and
offers, redemption
period, etc.
Promotion
Promotion may be
done through
advertising, public
relations, direct
marketing,
exhibits, posters,
free gifts, etc.
Place
The product (service, mobility) should be placed at the right place at the right time.
The product / service should
reach the citizens.
Product
The product (service) should have a name,
features, design, benefits, size, brand image,
guarantees, etc.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
45
Advocating to Citizens
First P - Product
ExamplesComfortable
bus services
New BRT
system
New Bus
Depot
New Fare
Structure
Updated ITS
system
Selling an idea is similar to selling a product. In this scenario, the product is “the
bus” which provides transportation services to public from origin to destination.
Here, the features of the product (bus) are fleet size, frequency and schedule as its
parameters.
If the product has to be successfully launched, it should be compatible with the
market.
Either market is developed for a product; or Product is developed for the Market. If
neither, the organization must diversify in to other business.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
46
Advocating to Citizens
Second P - Place
Customers Environment
• Figure out the potential market and
club them into the commuters and
non-commuters.
• Example: For an affordable bus
service, Potential customers maybe
school going children & competition
maybe corporate employees
• Analysis of the business environment
authority operates in.
• Helps in identifying the potential constraints
of running buses in the city.
• Example: while procuring buses in a hilly area,
shorter buses are procured; In Delhi, only CNG
buses are procured, etc.
Market
Increase your potential customers
Decrease your non-customers (competition)
The place is the market, which needs to be analyzed properly. The market consists
of customers and business environment
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
47
Advocating to Citizens
Third P - Price
Fare
Sustaining the operations
through fare revenue (cost
recovery)
Sustainable Operations
Price / Fare is determined on various factors. These factors are listed below:
• Customers are extremely sensitive to increase and decrease in fare
• Fare is majorly dependent on service quality. If fare is increased without change in service
level, then it may impact ridership, however increase in fare with increase in service
quality then it may be accepted by customers
Upgradation of level of
service by upgradation of
supporting infrastructure.
Continual Upgradation
Level of service for which
fare is being charged.
Service
Add on services offered to
charge an incremental fare.
Quality
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
48
Advocating to Citizens
Third P - Price
DMRC increased the fares by clubbing the fare
slabs. A drop in ridership was observed. This drop
in ridership occurred because the customers
travelling for small distances chose an alternate
mode of transport than DMRC Metro Rail to travel.
Fare increase, Service Quality constant
Below are the case studies in each of the fare parameters
BMTC: Reduction in fare approx. by 5% to 37%. By
decreasing the fare, there was an increase in
commuters travelling short distances.
Fare decrease, Service Quality constant
Tejas operated on Delhi-Lucknow train services and
reduced travel time from 6.40 to 6.15 hours. The
ticket price was increased from 970 to 1280 for
chair and upgraded service to AC, including luggage
pickup-drop, ticket refund, reduced cancellation
charge, etc. High ridership was observed.
Fare and Service Quality increase
PCMC corridor 3 contained white collar passenger
and required premium quality services. The
authority provided AC buses and saw an increase in
revenue and ridership
Fare and service Quality increase
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
49
Advocating to Citizens
Third P - Price
Price must be same or less than what a commuter would otherwise have to pay for
an alternative mode for an equivalent service for travelling
At the same time, the product should not be under priced. If you are providing
better services and commuters are willing to pay more, then you should consider
charging more. (Example: premium service, etc.)
The price of the product needs to be decided before the launch of the product.
The commuters are sensitive to fare fluctuation. An increase in the fare may cause
the ridership to drop and vice-versa. This is because the customers have access to
multiple modes of transport between their origin and destination.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
50
Advocating to Citizens
Third P - Price
Therefore the non-commuters have to be assessed before fixing the price of the
service.
Furthermore, the price should be increased every year based on inflation rate. If we
don’t do it, then we are ultimately reducing the price by keeping it the same. (As
the costs go up every year)
The senior manager must understand that operating buses in a city is similar to
operating a business. And in a business, it is essential to recover the cost in order
to sustain.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
51
Advocating to Citizens
Third P - Price
• There has been a drop in avg. daily ridership of buses in Chennai by CAGR of -8.6% over last five years.
While the drop between FY15 and FY 18 has been at CAGR of -5.7% the drop between FY18 and FY20 at
CAGR of -12.8% has been rapid.
• While there has been a decrease in fleet strength during this 5 year period, but it has been at CAGR of -
0.5% and that is largely balanced along the 5 years period.
• There has been a drastic change in occupancy ratio of the buses and it has reduced at CAGR of -10.2%
over last two years. Further the absolute occupancy ratio has reduced from 76-77% in FY15 to 58% in
FY20 (over these 5 years).
Hence, while the ridership has been on a declining trend, the decline has been rapid after FY18
when the fare increase happened.
MTC Chennai Case study: Impact of fare increase on Ridership and Occupancy Ratio (OR)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
52
Advocating to Citizens
Third P - Price
Fare
• Revision of fare based on
the updated costs,
expected ridership trend,
cost recovery, etc.
• This revision of fare
should be automatic and
done every year.
• Mechanism to revise
automatically with
change in input cost.
• Mechanisms to
request for subsidy if
fare to be maintained
at same level
Revision Mechanism Institutionalization
Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective
and the Customer’s willingness to pay.
The senior manager must understand that operating buses in a city is
similar to operating a business. And in a business, it is essential to recover
the cost in order to achieve sustainability in the long-run.
In order to maintain same level of service, some minimum fare increase is
required in order to recover the increased costs
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
53
The module on Marketing and Branding within Bus Operations elaborates on this aspect.
Marketing Indore BRTS
Context: Indore was constructing a BRTS system for intracity buses
Advocating to Citizens
Fourth P - Promotion
Study the public
and market
Study the public
and market
Gather customers
Create a strategy
to promote
transport system
Draw customers
Improve services
to reflect
customers’ needs
Action: Before introducing the BRTS system, it waspromoted by engaging the press in the form of social mediaand direct marketing. Free trials were conducted for thecustomers to experience the BRTS system.
Impact: When the ticketing system was introduced after thefree trials, the ridership was observed to be higher thanexpected
The promotion of the product must be done before the release for the people to
know before hand what they should expect.
The promotion of product / services may be done through advertisements, direct
marketing, public relations, social media, videos, etc.
The promotion should be supported by a brand, which the citizens can associate
with. Example: Black buck chosen as mascot consider quickness and regional
availability. If unavailable, the brand itself should be improved.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
54
“I would find myself clarifying doubts of colleagues about BRT even during casual talks. Some mechanism
should be worked out to share the internal knowledge of the staff who have worked on BRT to demystify
personal misconceptions about BRT within the institutions.” – Mangesh Dighe, Environment Officer PMC
Advocating to Citizens
Case study – Pimpri Chinchwad Municipal Corporation (PCMC)
Pimpri Chinchwad : Good ridership as a result of early promotion of BRTS system
Learnings: High ridership was observed as people were aware of the ongoing BRTS system
and were eager to use this public transport system.
Product Place Price Promotion
PCMC
planned on launching
a BRTS system
which was the
product for the city.
The fare
structure
of PCMC
BRTS was
affordable
for
general
public.
• Initially, PCMC was unable to
identify the customers on
Corridor 3 of the BRTS
system.
• The demands of the
customers were premium
buses with AC services.
• However, PCMC was
unsuccessful in providing AC
buses to the customers.
• As an impact, the customers
chose an alternate mode of
transport, causing the
ridership to drop.
• After the customers and market was
analyzed properly, focus group
discussion were arranged in March
2015 by Promotions and Outreach
team to capture the insights in a
structured manner.
• Discussion with NGOs, bus
passengers, bus drivers, and other
stakeholders such as Prasanna Desai,
Sujit Patwardhan, Ranjit Gadgil, Nikhil
Mijar, etc.
• Detailed and considerable coverage in
newspaper helped in raising
awareness.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
55
Advocating to Regulatory and Sanctioning Authority
Questions for Audience
Q1. Why should the senior managers advocate to the Regulatory and
Sanctioning Authority
Q2. How should the senior managers advocate to the Regulatory and
Sanctioning Authority2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
56
Advocating to Regulatory and Sanctioning Authority
Overview
External benefits/ End Objective
The Senior Manager must understand the benefits associated with operating buses. They include facilitation
of business activities, access to health care, access to education, pollution reduction, etc.
SUSTAINABLE MOBILITY
ENVIRONMENT FRIENDLY SOLUTION
ACESS TO JOB, EDUCATION, HOSPITALS,
ETC.
Focus on Management
Focus on Operations
Focus on Customer
Focus on Sustainability
ENHANCED ECONOMIC ACTIVITIES LEADING
TO ECONOMIC GROWTH
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
57
Advocating to Regulatory and Sanctioning Authority
Overview
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
Regulatory and Sanctioning Authority may include representation of the
politicians, top management of government / authority and other staff
heads
The purpose of Advocacy to the Senior Managers is to secure approvals
and ask for funding support (internal and external such as ESCBS),
permission, etc. for city bus transport systems
The Authority should understand that the expectation of Regulatory and
Sanctioning Authority from city bus transport system. Their expectations
include good public service and financial stability of the organization
58
Advocating to Regulatory and Sanctioning Authority
Advocating to Regulatory and Sanctioning Authority
Once the users and non users are identified and their needs are clear, the
Senior Manager of the Authority should advocate the idea and objective to
the Politician and/or Minister
Soft skills
Bus context
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
59
Advocating to Regulatory and Sanctioning Authority
Advocating to Regulatory and Sanctioning Authority – Soft Skills
✓ Context and Timing
✓ Setting expectations
✓ Create urgency
✓ Images matter
✓ Build rapport
✓ Behavioural flexibility
✓ Communicating clearly
✓ Confidence and Certainty
01
Soft skills
Soft skills
Bus context
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
60
Advocating to Regulatory and Sanctioning Authority
Advocating to Regulatory and Sanctioning Authority – Bus Context
Soft skills
Bus context
02
Bus Context
✓ Back up your advocacy by
bus data (GPS / ETM)
through graphs
✓ Comprehensive plan to
deploy funds throughout the
organization
✓ Planning of “Return on
investment” through traffic
and non-traffic revenue OR
cost optimization
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
61
Advocating to Regulatory and Sanctioning Authority
Case Study – Advocating for new depot
Advocating regarding funding for a new depot to be constructed
• The senior manager should review the lands available in the city for prices
• Analysis of need and cost must be analyzed properly beforehand
• The allocation of funds and return of investment or benefits to public must be
explained
• Data visualization regarding the funding should be prepared beforehand
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
62
Advocating to Regulatory and Sanctioning Authority
Case Study – Advocating for new buses
Advocating regarding funding for new buses to be procured
• The senior manager should first assess the need for new buses
• The deployment of the newly procured buses should be prepared and
advocated
• Data visualization regarding traffic revenue collected by new buses and better
services for the citizens should be assessed beforehand
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
63
Managing Change
Questions for Audience
Q1. What are the various changes that may occur after setting the
objectives?
Q2. Why is customer feedback important? If there are no complaints
from the customers, does it mean that there are no complaints? How
can this be addressed?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Based on Objectives SetA
Based on Customer FeedbackB
8. Marketing and Branding
64
Managing Change
Managing change based on objectives set
After finalizing the objective, there may be a need to manage change so as to align the organization to achieve the set objectives. This shall enable optimum utilization of available resources to fulfil the finalized objective.
Existing infrastructure
Based on the objective, existinginfrastructure may need to beequipped with advancedtechnology or new infrastructuremay be required.
1
Financial capacity
Based on the objective, financialcapacity may need to beenhanced by utilizing funds fromthe government or signing up forschemes, etc.
3
Skilled Manpower
Based on the objective,manpower / skills may need tobe improved. Further, trainingin certain specialized skillsmight be required.
4
Process and procedures
Based on the objective and thetype of organization, businesscontinuity planning may differ.
2
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Based on Objectives SetA
Based on Customer FeedbackB
8. Marketing and Branding
65
Managing Change
Managing change based on customer feedback
Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This
ensures the commuters that their requests are heard and taken care of.
Customer needs and customer satisfaction can be considered as the center of every successful business.
Customer feedback should be handed over to a separate
team within the grievance redressal system
The purpose of the customer feedback is to cater to the
requests of the customers
The authority should understand that the objective is not
to minimize the complaints received from customers.
The customer would give the feedback if he/she is
assured the feedback would be evaluated.
Therefore, a proper communication channel between the
customers and the grievance redressal team is essential
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Based on Objectives SetA
Based on Customer FeedbackB
8. Marketing and Branding
66
Business Continuity Planning
Questions for Audience
Q1. Why should the senior managers plan for succession?
Q2. How can a senior manager address the issue of succession
planning? 2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
67
Business Continuity Planning
Succession Planning
Business Continuity Planning is ensuring that institutional memory is created and plans
are prepared so that the most vulnerable parts of a company can recover if a business
interruption occurs.
Succession Planning refers to preparation for departure of senior leaders. The key
implementation steps include:
Succession Planning
Have organizational leaders meet to identify and articulate strategic direction of the organization
Regulatory and Sanctioning Authority should undertake workforce planning for different activities and recommend current staff members as potential successors
Monitor and revise action plan in response to feedback or changing conditions or goals
A set of Standard Operating Procedures may be documented to provide necessary information
This process is highly useful in organizations where the frequency
of change in Regulatory and Sanctioning Authority is high.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
68
Business Continuity Planning
Standard Operating Procedures
Standard Operating Procedures is a set of written instructions that document a routine or
repetitive activity followed by an organization.
Standard Operating Procedures (SOPs)
Detailed meeting should be conducted by predecessor in order to guide the successor.
The predecessor must write down the approach and methodology for organizational planning and pass it on.
It is important to document your plan properly so that your successor
understands his / her purpose.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
69
Succession Planning – Case study
Business Continuity Planning
• Minnesota DOT Succession Planning for Supervisors and Leadership: Processdesigned to internally and externally recruit candidates for future leadershipvacancies. Identifies a talent pool that can move into leadership positions withoutgreat difficulty.
• Pennsylvania DOT Succession Planning for At-Risk Positions: Identifies high-level positions that may soon become vacant for various reasons and then identifiesan internal pool of candidates to fill these positions. Identified candidates may thenenter into the succession planning program.
• Office of Personnel Management(USA) (OPM): Developed a workforceplanning model that any organizationcan use. It involves a five-step processof setting strategic direction, analyzingskill gaps, developing an action plan,implementing the plan, and monitoringand revising the plan.
Succession Planning in Transport Organizations across the globe
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
70
Standard Operating Procedures – Case Study
Business Continuity Planning
Washington, US: Standardizing maintenance procedures through the introduction of Standard Operating Procedures
Context
• In the United States, the Washington Metropolitan Area Transit Authority (WMATA)operates a fleet of about 1,500 buses across several counties and has multiple garagefacilities that operate and service different models of buses, including CNG, diesel andclean diesel buses.
• Historically, they have found that individual garages develop their own methods todeal with problem repairs which may not necessarily reflect the best practice.
Action
• WMATA has made a large effort to standardize maintenance procedures acrossdifferent facilities by having written, detailed, step-by-step procedures that identify thechecks, repairs & tools to be used
Impact
• By having an independent system wide audit team, WMATA has been able tostandardize procedures across the entire maintenance system and ensure thatprocedures are strictly followed.
• The result is that maintenance costs have been reduced while Mean Time BetweenFailures (MTBF) has been improving for a given technology type.
• Another benefit has been that mechanics moving from one location to another findidentical tools, procedures and practices in place
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
71
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
Business Continuity Planning
Transition Planning: From Predecessor to Successor
It is important to document your plan properly so that your successor
understands his / her purpose and the purpose of the organization.
Remember that you have a predecessor and he/she has set the goals and
milestones on how the organization should proceed.
• Refer to the predecessor’s document in order to understand your purpose and
interventions where you need to step in to ensure that you achieve the organization’s
goal and targeted milestones.
• Document your plans properly so that your successor understands his/her purpose and
the purpose & goal of the organization.
• Pass on your findings properly so that transition happens smoothly.
72
In 4P model of Policy Advocacy, we learnt that the final step is to promote your product. This is done through a good marketing strategy and a well recognized brand.
Introduction
Marketing and Branding
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
• To remove the negative stigma
• To stand out from other service competitions
• To increase awareness among common people
Why is Marketing and Branding important?
01
• Work with civil societies and form focus groups.
• Learns the society’s opinions in a direct manner.
• Raise awareness among common people
What are the responsibilities of the authority?
02
• A marketing strategy identifies appropriate mediums of communication to disseminate the message of bus transport services.
What does marketing strategy include?
03 • Analysis done based on the profile of the city and on the target audience.
• Specific analysis of each situation and city is important.
Why do marketing strategies differ?
04
73
Introduction
Marketing and Branding
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
Stakeholder identification Stakeholder consultation Stakeholder strategy
Stakeholder Analysis
321
Branding Strategy Marketing Strategy
4321
74
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
Stakeholder identification Stakeholder consultation Stakeholder strategy
Existing public transport users (bus users, metro users,
etc..)
1
Existing car users
2
Work-place commuters (e.g.,
unorganized workforce)
3
Business professionals (e.g.,
corporates)
4
Students and parents
5
Persons with day-time errands
6
Women
7
Disabled persons
8
75
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and BrandingFocus Groups
Surveys
Stakeholder identification Stakeholder consultation Stakeholder strategy
76
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
The focus group sessions are a good place to begin testing individual strategies. Below are thekey market segments with the potential marketing messages that may be conveyed based ontheir travel needs.
Stakeholder identification Stakeholder consultation Stakeholder strategy
Based on the stakeholder analysis, an organization has to market it’s services. In order to doa proper marketing, a company should have a good brand name, logo and a tagline. Theseform a part of the branding strategy.
Market segment
Students
Parents
Business professionals
Women
Existing public transport users
Disabled persons
77
Marketing and Branding
Formulating a branding strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
Brand Name Brand Logo Brand Tagline
Process for brand name development
Key considerations to be kept in mind while forming a brand name
Brainstorming1Focus group
opinions2
Evaluating thefinal names
3
Assistance from a marketing and public relations firm01
Focus groups with prospective customers can be used to test name ideas02
Contests with substantive prize (such as one-year bus transport pass) to develop a name
and logo03
The final decision on the system name should be made at the highest level04
78
Marketing and Branding
Formulating a branding strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
Brand Name Brand Logo Brand Tagline
Brand Logo is the most recognizable and identifiable aspect of a bus service which provides the customers with instant recognition of it’s purpose, quality, and location.
The logo typically consists of an image within a particular shape and color scheme.
The logo may also invoke wording, such as the brand name and sometimes, the brand tagline. In fact, great care should be taken to ensure that the brand name and logo are complementary with one another.
The logo may appear on station signposts, fleet, as well as all outreach materials such as web sites and flyers.
The logo can take upon a varietyof forms, including abstractshapes to defined images that directly relate to the brand name.
• The colors utilized within the logoand the physical system should also be carefully considered.
• Cities may select colors that relate to a local flag or other identifiable attribute of the local environment.
Brand Logo
79
Marketing and Branding
Formulating a branding strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
Brand Name Brand Logo Brand Tagline
• LA’s Metro
Orange Line
includes both a
metro and a BRT
corridor.
• Its color scheme
is highly visible,
making it clear to
users that they are
parts of the same
network.
Bold
signage
reflecting
the logo
of BCLL
attracts
public
attention
to the
BRTS.
80
Marketing and Branding
Formulating a branding strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
Brand Name Brand Logo Brand Tagline
Creating a public recognition of the bus service can also be bolstered by a slogan or tagline that accompanies the name and logo. The tagline may highlight an aspect of service that is of particular value to the targeted audience.
❑Rapid transit for everyone
❑The fast way across the city
❑Relax & leave the driving to us
❑Not just another bus
❑Wherever life takes you
❑Connecting people to life
❑The easy way to work
❑You’ll never be late again
❑ It’s the city’s new shortcut
1The brand name, logo and slogan should be protected by trademarks and copyrights, as it
will be an important asset for the authority. The copyright should be held by the public authority.
A successful brand will likely generate some imitation. Others will only try to expropriate the
brand’s name if the name is perceived to have substantial value.2
3The borrowing of the brand’s name and image should be avoided since their unauthorized use
can ultimately damage the service’s public esteem.
Joint marketing efforts with corporate or other organizational partnerships can be an
effective way to broaden the reach of the brand’s message.4
Key considerations for a brand tagline
81
Marketing and Branding
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
The brand name and image are just the outward representation of the overall branding
and marketing effort. These tools should be supported by a comprehensive marketing
campaign strategy that is directed towards achieving the following objectives:
✓Maximize interest and ridership in the system;
✓Overcome doubts and concerns related to the system;
✓Target different messages to specialized customer groups; etc..
Information kiosks which share information brochures,
etc..
1
The news media, web sites, and direct outreach.
2
Social Media Platformssuch as Facebook, Twitter,
Instagram, etc..
3
Visual images, specially the impact from before and after images.
4
Videos (showing a realistic view of the service)
5
Introduction Stakeholder Persuasion Events Media Tools Social Media
82
Marketing and Branding
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
Honolulu (left photo) and Bogotá (right photo) employed direct outreach teams to promote the new public transport system.
This information kiosk in Brisbane helps answer basic customer questions as well as creates awareness.
Introduction Stakeholder Persuasion Events Media Tools Social Media
83
Marketing and Branding
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
The market segmentation of stakeholder groups (conducted during stakeholder
analysis) will help in the development of individual tactics required to carry out these
strategies. One of the key considerations while developing strategies is what kind of
messages you should transmit, and how complex those messages should be. When the
specific activities of a strategy is implemented, it is important to take special care
regarding the timing.
• It refers to the process by which the common
people get to know about something.
• It is necessary to apply behavior change
strategies that make the person use
sustainable transport.
Creating awareness
• Behavior change is when a person changes their
habits regarding mobility on a daily basis based on
what a campaign or strategy has presented them
(i.e. using a bus with greater frequency than
before as a mode of transport).
Behavioral change
Introduction Stakeholder Persuasion Events Media Tools Social Media
84
Marketing and Branding
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
The best mechanisms for promoting bus transport are thus perhaps those that actively involve the citizen in the urban environment. Special events are opportunities to encourage the actual participation of the potential bus transport user.
22nd September
International Car Free Day
5th June
World Environment Day
22nd April
Earth Day
16th – 22nd September
Introduction Stakeholder Persuasion Events Media Tools Social Media
Former Bogotá Mayor Enrique Peñalosa takes a TransMilenio
vehicle for a test drive.
The marketing identity of the International Car Free Day
Campaign.
85
Marketing and Branding
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
❑ Television
❑ Radio
❑ Newspaper advertisements
❑ Magazine advertisements
❑ Web sites
❑ On-line video
❑ Billboards
❑ Flyers
❑ Street kiosks
❑ Group seminars
❑ Personal interviews
❑ Social media platforms
Each medium of communication brings with it different cost and different level of effectiveness. In general, more costly mediums, such as television, offer the greatest message exposure. The choice of communication medium depends upon the cost and expected number of persons to be reached.
Introduction Stakeholder Persuasion Events Media Tools Social Media
86
Marketing and Branding
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
The newsletter gained immense
popularity through an innovative feature – a free pass that entitled
any reader to a single BRTS journey of any length by answering two simple questions. The answers to the questions are found easily within the various newsletter articles, thus encouraging readers to read the articles in order to claim the
prize.
As part of the MyBus project, a four-page newsletter was published by BCLL. This contained narratives, articles on technical aspects, messages from eminent city politicians, comments and inputs from the general public and numerous images and graphics. This medium was used to provide the public with large
amounts of information on a periodic basis.
Introduction Stakeholder Persuasion Events Media Tools Social Media
87
Marketing and Branding
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
Social media and online marketing are excellent channels for providing updates, connecting with customers, and letting them know the services offered.
• It connects the authority directly
with consumers
• Monitor reviews and comments on
different platforms.
• Social media is updated frequently.
• Host online contests
• Creative and distinctive content
receives the most attention online.
• It’s better to do great marketing on 1 or 2
channels than to do it poorly across 5
channels.
• When choosing a platform, consider the
platform target customers are on.
• Each platform has an algorithm that
determines who sees posts. Be wary of post
frequency, number of likes, and text
length to optimize social media impact.
How does it help? What should be considered?
✓ An organization should create multiple channels in
order to post the updates of the services.
✓ Post the same content on all the pages at almost the same time.
Key considerations
Introduction Stakeholder Persuasion Events Media Tools Social Media
Social media marketing channels
88
Advocating to
Citizens
A. Understanding Users and Non-Users
B. Overview – 4P Model for Policy Advocacy
C. First P – Product
D. Second P – Place
E. Third P – Price
F. Fourth P - Promotion
4
Introduction
A. Overview
B. Why advocate / what to advocate / whom to advocate?
C. How to advocate?
1
Business
Environment
A. Overview
B. External environment
C. Internal environment
2
Understanding
Objectives
A. Citizen centric objectives
B. Essential elements of objectives3
Reference table
A. 7-12
B. 13-14
C. 15-20
A. 8-15
B. 16-17
C. 18-23
A. 7-11
B. 12
C. 13-19
Delivery
PPT
Trainer
manual
Participant
Manual
A. 21-23
B. 24-26
C. 27-28
A. 24-25
B. 26-28
C. 29-31
A. 20-21
B. 22-24
C. 25-27
A. 29-36
B. 37-40
A. 32-39
B. 40-44
A. 28-34
B. 35-39
A. 41-43
B. 44
C. 45
D. 46
E. 47-52
F. 53-54
A. 45-48
B. 49-50
C. 51
D. 52-53
E. 54-59
F. 60-62
A. 40-41
B. 42
C. 43
D. 44
E. 45-50
F. 51-53
89
Managing ChangeA. Managing change based on objectives set
B. Managing change based on customer feedback6
Business
Continuity
Planning
A. Succession Planning
B. Transition Planning7
Advocating to
Regulatory and
Sanctioning
Authority
A. Overview
B. Advocating to Regulatory and Sanctioning Authority
C. Case Study
5
A. 55-57
B. 58-60
C. 61-62
A. 63-65
B. 66
C. 67
A. 54-55
B. 56
C. 57-58
Delivery
PPT
Trainer
manual
Participant
Manual
A. 63-64
B. 65
A. 68-69
B. 70
A. 59
B. 60
A. 66-70
B. 71
A. 71-75
B. 76
A. 61-63
B. 64-65
Reference table
Marketing and
Branding
A. Introduction
B. Stakeholder analysis
C. Branding strategy
D. Marketing strategy
8
A. 72-73
B. 74-76
C. 77-80
D. 81-87
A. 77-78
B. 79-81
C. 82-92
D. 93-105
A. 66-67
B. 68-70
C. 71-81
D. 82-94
90
Thank You !
Time for Discussion
91
Bibliography
• UITP India and Shakti Sustainable Energy Foundation, 2018, Regulatory Frameworks for Integrated Shared Mobility Governance in India
• Margarita Išoraitė, “MARKETING MIX THEORETICAL ASPECTS” International Journal of Research – Granthaalayah, Vol. 4, No. 6 (2016): 25-37
• Maher Niger, 2013, Deficiencies of existing public transport system and a proposal for integrated hierarchical transport, IOSR Journal of
Mechanical and Civil Engineering
• EMBARQ India, 2014, Bus Karo 2.0 Case Studies from India, WRI India
• Blair Cronin, Candace, Alexander, Allison, Cronin, Brian, Riches, Christopher, Stern, Jennifer, ICF International, Inc. . . . Earlysville, VA, 2013,
Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, National Academy of Sciences
• Energy Sector Management Assistance Program, The World Bank, 2011, Best Operational and Maintenance Practices for City Bus Fleets to
Maximize Fuel Economy, The International Bank for Reconstruction and Development
• Asian Development Bank, 2013, Gender Toolkit: Transport
• Wenzhu Zhou and Zhibin Li, 2016, Determining Sustainable Land Use by Modal Split Shift Strategy for Low Emissions: Evidence from Medium-
Sized Cities of China, Mathematical Problems in Engineering
• Cambridge Systematics Consulting & Technology Private Limited, 2016, Improving Bus Fuel Efficiency through Fleet Management and Maintenance
Practices, Shakti Sustainable Energy Foundation
• Ellen Macarthur Foundation, 2019, Shenzhen switching to an Electric Mobility System in the city
• Volinski, Joel, University of South Florida, Tampa, Florida, 2014, Maintaining Transit Effectiveness under Major Financial Constraints, Transit
Cooperative Research Program
• https://www.centreforcities.org, April 2019
• https://kochimetro.org, April 2019
• http://www.nhi.fhwa.dot.gov, April 2019
• http://www.opm.gov, April 2019
• https://www.kut.org, April 2019
• https://www.futuresystems-inc.com, April 2019
• http://www.eltis.org/discover, April 2019
• https://tfl.gov.uk, April 2019
P resentation title[To edit, c lick View > Slide Master > Slide Master]
©2019 Deloitte Shared Services India LLP 1
Trainer Manual
1
December 2020December 2020
MINISTRY OF HOUSING AND URBAN AFFAIRS, GOVERNMENT OF INDIA
Consultancy Services for Design and Development of Training Programme for City Transport Professionals
EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)
TRAINER’S NOTES – POLICY ADVOCACY FOR SENIOR MANAGERSTRAINER’S NOTES – POLICY ADVOCACY FOR SENIOR MANAGERS
2
PrefaceThe Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city
bus transport in India. ESCBS project has three major components which includes National Capacity Building (NCB); Regulatory,
Institutional and Fiscal Analysis; and City Demonstration. This engagement falls under the purview of the NCB component of the
ESCBS project. The objective of the engagement is to design and develop training programme for city transport professionals, and
involves undertaking pilot testing, implementation, evaluation, and suitable modification of the training programme.
As a part of this engagement, eight training areas have been identified and prioritized by the Ministry of Housing and Urban Affairs
(MoHUA).
Policy Advocacy for
Senior Managers
Outsourcing for Senior
Managers
Monitoring and
Evaluation for Senior
Managers
Network Planning for
Middle Managers
Operations Planning for
Middle Managers
Outsourcing for Middle
Managers
Bus Operations for
Middle Managers
ITS and MIS for Middle
Managers
1 2 3 4
5 6 7 8
For each training area, a total of three modules have been prepared:
A. Participant’s Notes: Detailed reference notes containing link to more readings to be circulated before training.
B. Trainer’s Notes: Detailed notes for trainer’s reference containing focus points, questions for discussion, etc.
C. Delivery PPT: Brief presentation containing infographics, videos, group activities, etc. to be displayed on the screen.
3
About the Module
This training material on “Policy Advocacy for Senior Managers” aims in advocating in favor of the
policies that have been conceptualized. It enables the Senior Manager to advocate to the citizens, politicians,
and bureaucrats about ideas related to bus transport, and guidelines to formulate the same. In addition, the
training material formulates strategies for ensuring continuity of business through succession planning.
Another aim of Policy Advocacy is to outreach stakeholders, including policy-makers, to adopt policies/policy
changes that would strengthen a transit agency & facilitate the provisioning & use of (bus) transit service.
Marketing of bus services helps in creating awareness among the target audience regarding the existence
and benefits of the service. The strategy includes identifying and consulting various stakeholders; branding
the services using name, logo and tagline; and forming a marketing strategy using campaign and various
media options.
It is strongly recommended that trainer’s manual is referred prior to the training session.
4
Learning Objectives
✓ Understanding why is there a need for Advocacy
✓ Understanding whom is the advocacy meant for
✓ Understanding what to advocate to the various stakeholders
✓ Understanding the mechanism to advocate to the citizens (4P model for Policy Advocacy)
✓ Understanding the mechanism to advocate to the Senior Management
✓ Assessing business environment and citizen in order to advocate
✓ Understanding the need to change internal environment after advocacy
✓ Assessing the importance and mechanism for succession planning
✓ Design and formulate branding and marketing strategy for outreach
5
Note for Trainers
Questionnaire, 20 min
Tea Break, 30 min
Discussion, 30 min
Group Activity, 100 min
Content Dissemination,
180 min
Lunch, 60 min
Session BreakupTotal 7 hours (420 min)
Key points for Trainers
✓ The trainers shall make sincere effort to make the training
session interactive
✓ The trainers shall adhere to the time given for a particular
module. Some time for discussion should be kept at the
end of the session
✓ The trainers are requested to circulate the pre and post
training questionnaire at the beginning of the training
session
✓ A group activity has been planned for each training
session. The trainers are requested to circulate the same
as per the power point presentation (Delivery
presentation)
✓ It is recommended that the trainer refers to the module-
wise notes. They provide the objective of that module,
along with notes and questions for discussion during the
training session.
Part 1 Part 2Lunch
10:00 AM to 1:00 PM
1:00 PM to 2:00 PM
2:00 PM to 5:00 PM
Tea break 1 Tea break 2
Structure of the training
6
Table of Contents
Advocating to Citizens
A. Understanding Users and Non-Users
B. Overview – 4P Model for Policy Advocacy
C. First P – Product
D. Second P – Place
E. Third P – Price
F. Fourth P - Promotion
4
Introduction
A. Overview
B. Why advocate / what to advocate / whom to advocate to?
C. How to advocate?
1
Business Environment
A. Overview
B. External environment
C. Internal environment
2
Understanding
Objectives
A. Citizen centric objectives
B. Essential elements of objectives3
7
Table of Contents
Managing ChangeA. Managing change based on objectives set
B. Managing change based on customer feedback6
Business Continuity
Planning
A. Succession Planning
B. Transition Planning7
Advocating to Senior
Management
A. Overview
B. Advocating to Senior Management
C. Case Study
5
Marketing and Branding
A. Introduction
B. Stakeholder analysis
C. Branding strategy
D. Marketing strategy
8
8
Introduction
Notes for Trainer
Time allocated for this module
Approximately 30 minutes
Module Notes
The module provides information on framework of policy advocacy and answers the basic
questions such as “what to advocate”, “Why advocate”, and “Whom to advocate”.
Focus points for trainer
The trainer should focus on making the audience realize that advocating before taking a
decision for a bus transport authority would help in facilitating change and aligning goals by
the senior managers. Furthermore, the trainer should focus on the importance of going back
to modify objectives after advocating the citizens.
Questions for Discussion
• Why should the senior managers advocate?
• What should the senior managers advocate?
• Whom should the senior managers advocate to?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
9
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction
Overview – Key policy challenges/decisions
The Senior Manager should orient themselves on understanding the basic purpose of
running the buses and understand the key policy challenges they may encounter with.
1What role bus transport can play within city mobility system
• Feeder services, Main haul
• Strategy for integration with other modes of transport
2Which are potential business segments bus transport can target
• Based on Income, Occupation, Demographics
• Based on Social Equity (Gender, Senior citizen, etc.)
3What are appropriate type & level of service to serve business segment
• Type of Service (Premium, Regular, etc.)
• Level of Service (Frequency, priority lanes, expressway, etc.)
4What are my service delivery mechanism/business models
• In-House Operations
• Public-Private Partnership (GCC, NCC)
10
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction
Overview – Key policy challenges/decisions
5Do I have required capacity/capability to plan and operate services
• Manpower Strength
• Manpower Skill
6How do I plan to ensure financial sustainability of business
• Fare fixation, revision, non-fare box revenue
• Support required from government (operational subsidy, capital investment, etc.)
7How to deal with external challenges
• Land required for supporting infrastructure (depot, terminal, bus stop)
• Securing permit/license & other approvals from relevant government agencies
To deal with the above challenges, you must understand the Market which comprises of the following:
CITIZENSINTERNAL BUSINESS
ENVIRONMENT
EXTERNAL BUSINESS
ENVIRONMENT
11
Introduction
Overview
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Policy Advocacy aims to communicate the policies set by the organization to achieve its objectives.
Policy Objectives
Citizens Business Environment
Citizens may be supportive or
non-supportive of the policy set
by the authority. The objective
here is to address the needs of
the citizens.
The environment may restrict the
policy objectives. The objective is
to identify the basic constraints of
the environment in order to set
the correct policy objectives.
Consider your bus mobility as a product (service) and the citizens as your
customer. In order to set the best policy objectives for bus transport, you
need to consider the following:
Policy Formulation
After the advocacy of citizens and environment, the objectives may need
to be modified. After this modification, they need to be formulated within
your organization / city.
Advocacy
Product
Product (service) is
the bus mobility with
features like size,
frequency, schedule, etc.
Market
Comprises of citizens
which are categorized into users (commuters
& potential commuters) and non-
users
Delivery
Operations of Bus
Services
12
Introduction
Overview
Notes for Trainer: Overview
• The policy objective should be compared with the product, which is the bus along with many features
such as frequency, schedule, size/type, etc.
• The citizens and business environment should be compared with the market assessment
• Formulation of the policy should be compared with operations of bus services.
Notes for Trainer: HDBRTS Case Study
• HDBRTS’s objective was to provide a BRT system for easy and fast transportation.
• Therefore, it conducted interviews with customers (commuter, driver, etc.) and analyzed the
Environment (geographical, demographic, etc.), to come up with BRT system for easy and fast
transportation.
• As a result of this exercise, high ridership was observed.
• HDBRTS ensured that the demands of the customers are satisfied.
Notes for Trainer: Shuttl Case Study
• Shuttl sets the objective to provide premium luxury bus service ensuring a guaranteed comfortable seat
through mobile app booking.
• Therefore, the office goers were targeted and their needs were analyzed. Shuttl analyzed the O-D
pattern of office goers and planned the features of the product accordingly (Example: headway,
frequency, etc. Office goers require frequent services in the morning and evening time)
• This exercise of policy advocacy ensured the success of the bus services. Furthermore, ,Shuttl utilized the
feedback of the commuters in further enhancing their bus services.
• This case study of Shuttl can be used to demonstrate how a product should be designed for the targeted
audience
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
13
Introduction
Overview – Case study of Hubli Dharwad Bus Rapid Transit System (HDBRTS)
• https://rainbowbrtpune.files.wordpress.com/2015/07/learnings-from-pune-pilot-brt-project_may-2015-1.pdf
HDBRTS, India: Hubli Dharwad BRTS decided to provide BRT system in the city
Policy Objectives
Citizens Business Environment
HDBRTS conducted various
interviews with commuters,
drivers, and other stakeholders to
identify needs and make people
aware of new BRTS system. Their
feedback was considered while
BRT design
HDBRTS analyzed the external
and internal business environment
factors responsible for the BRT
system
The objective of HDBRTS was to provide a BRT system for easy and fast
transportation for citizens.
Policy Formulation
When the BRT system was launched, high ridership was observed since
the citizens were already aware of the BRT project and were eager to
travel through the new BRT system, as it was designed to meet the
citizens’ requirements
Advocacy Hubli Dharwad advocated the citizens
and conducted interviews to
understand the requirements of the
citizens. HDBRTS was able to communicate the policies set by the
organization to relevant stakeholders
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
14
Introduction
Overview – Case study of Shuttl
For further reading, kindly refer to the following material
• Shuttl Website - https://ride.shuttl.com/
Shuttl, India: Decided to provide luxury bus service based on income and occupation of commuters
Shuttl bus services advocated the citizens and the environment
before formulating the bus services. This exercise of policy
advocacy ensured its gradual success.
Furthermore, Shuttl utilizes the feedback of commuters in their bus transport services
regularly to ensure the requirements of
the citizens are updated and met.
Policy Objectives
Citizens Business Environment
Shuttl targeting office commuters
and analyzed their needs. The
commuters needed comfortable
and reliable services with AC
privileges.
Shuttl studied the travel route of
the targeted office commuters.
The routes were planned as per
the origin distribution of the office
commuters.
The objective of Shuttl was to provide a premium bus service to office
goers. These premium buses would have AC services, comfortable seats
and online booking through mobile app
Policy Formulation
The mobile app was developed which allowed the office goers to book the
bus in advance. A guaranteed seat was promised to the riders. Shuttl now
offers 45,000 rides a day with 700 buses and 150 routes in seven cities
across the country
Advocacy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
15
Time allocation:
• Completing the Chart
provided – 40 minutes
• Presentation of the
Chart – 15 minutes
each group
Group Activity
Notes for Trainer
Participants are from different cities and often more than one participants report from the same city, so
following is prerequisite:
1. Formation of group –
a) It is ideal to have a group of size of 04-06 participants; based on no. of participants, estimate
how many groups are required
b) Identify the team leaders (voluntarily) for the groups and inform the other participants to join
the team leader. Ensure to have heterogeneous group.
2. Now allot the group activity sheet
3. On completion of group activity by each team, inform the participants to share the challenges they are
facing and what are the current practices they are following.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
16
Introduction
Why advocate? What to advocate? Whom to advocate to?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
The advocacy helps to secure the customer’s acceptance. It also assists in
securing endorsement from Regulatory and Sanctioning Authority.
Whom to advocate to?What to advocate?
• An idea, which is beneficial for bus transport commuters, is to be advocated.
• This idea may be introduction of BRT or new bus transport system, route planning, etc.
• A new system of service/systemic innovation needs to be advocated
• The idea is displayed in front of potential stakeholders such as city politicians, corporations, investors, commuters, non-commuters, etc.
• This would help incorporating the ideas of the potential stakeholders and modify the policy as per the requirements.
• Another benefit of this activity is that citizens would be aware of the ongoing and future development in bus transport.
Before knowing how to advocate, the authority must know ‘what’ and ‘whom’ to advocate.
Why advocate?
17
Introduction
Why advocate? What to advocate? Whom to advocate to?
Notes for Trainer: Why, What and Whom to advocate to
• Why advocate – Advocating beforehand ensures the demands of customers and essential inputs from
experts have been included in your policy objective and product features. It also ensures that the
customers are aware that their demands are being listened to and therefore would be eagerly waiting for
the product.
• What to advocate – The policy objective (idea) should be advocated properly. It should include details
like product (along with features), promotion mechanism, pricing of the product, etc.
• Whom to advocate to – The market comprises of citizens (current commuters, potential commuters,
and non commuters), and Senior Management such as politicians, top management of government /
authority and other staff heads
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
18
Introduction
How to advocate?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
You must advocate two set of stakeholders:
1. Targeted (Private) – To Regulatory and Sanctioning Authority
2. All (Public) – To Citizens
• They include residents/non-residents such as current commuters, potential
commuters and non-commuters.
• The 4P model of Policy Advocacy should be followed to advocate to the citizens
• The purpose of Advocacy to citizens is to secure their acceptance.
All (Public): To Citizens
• They include politicians, top management of government / authority and other senior
officials.
• The Senior Managers should work on soft skills and bus context skills to advocate to
the Regulatory and Sanctioning Authority
• The purpose of Advocacy to Regulatory and Sanctioning Authority is to secure their
endorsement and request for support including funding.
Target (Private): To Regulatory and Sanctioning Authority
19
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction
Potential Means to Advocate – Targeted (Private)
Private Advocacy: Below are the tools/channels for advocacy which should be used
for advocating to Regulatory and Sanctioning Authority.
You must have a
smooth
communication to ensure everyone’s
acceptance on the
decisions you make.
Details are provided in Chapter 5 of this module.
In-person
advocacy
through private
meetings.
(Recommended)
Circulation of
Approach
Note that
explains and
justifies your
objective.
Organization
of workshop
in order to
discuss on an
open forum
Remember that
Public Transport is a
multi-year commitment.
20
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction
Potential Means to Advocate – All (Public)
Public Advocacy: Below are the tools/channels for advocacy which should be used
for advocating to citizens
The news
media, web
sites, and
direct
outreach.
Social Media
Platforms
such as
Facebook,
Twitter,
Instagram,
etc..
Information
kiosks which
share
information
brochures,
etc..
Videos
(showing a
realistic view
of the service)
Visual images,
specially the
impact from
before and
after images.
Details are provided in Chapter 8 of this module.
21
Introduction
Advocating – What, Whom, How?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
What to Advocate? Whom to
advocate to?
How to advocate?
• Funding support
• Introduction of new
facilities (card
payment, level
boarding)
• Introduction of new
route
• Procurement of fleet
• Introduction of new bus
service (premium,
other)
• Fare fixation
• Introduction/Expansion
of new Infrastructure
(Land, Depot, Terminal,
Bus Stop, etc.)
• Making favorable Policy
and Regulatory
Changes
Politician • How investment (quality of services, additional
infrastructure, acquisition of new fleets) in public
transport system is in public interest
• How increase in fare may improve attractiveness of
public towards public transport
• How improvement quality of services of services
attract more patronage
• How introduction of new routes/services can help
in generating employment and more patronage
Bureaucrat • How investment in public transport system is
beneficial for overall improvement in mobility and
economic development of the city
• How fare increase can help agency in sustaining the
bus operations
• How introduction of new routes/services can
improve mobility in the city and enhance ridership
• How improvement in public transport can help city
in reducing congestion and pollution
22
Introduction
Advocating – What, Whom, How?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
What to Advocate? Whom to
advocate to?
How to advocate?
• Introduction of new
bus service (premium,
other)
• Fare fixation
• New PT system (BRT)
• Procurement of fleet
• Introduction of new
route
• Introduction of new
facilities (card
payment, level
boarding)
• Introduction of new
infrastructure (Depot,
Terminal, Stops)
Current
commuters
• How increase in fare can help agency in maintaining
regular and reliable services
• How new services will save time and accessibility in
mobility of the commuters
Potential
commuters
• How cost of travel can be reduced by using public
transport
• How use of public transport can help city in reducing
congestion and pollution in the city
Non
commuters
• How the public transport system is beneficial for the
public and would not interfere with other modes of
transport in terms of road sharing.
23
Introduction
How to advocate?
Before advocating to the citizens or the Regulatory and Sanctioning Authority,
the Authority must be clear on their Business Environment and Objectives
Business Environment is of two types:
• External business environment which helps in analyzing the city’s
profile and outside factors that affect bus operations
• Internal business environment which helps in analyzing the internal
organization (bus operation agency)
Objectives are set by the Authority based on their assessment of External
and Internal Business Environment. These objectives are of two types:
• Citizen Centric Objectives that are aimed as per the demand of
current and potential commuters
• Essential Objectives are the ones that must be considered
irrespective of the different factors
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
24
Business Environment
Overview
Time allocated for this module
Approximately 30 minutes
Module Notes
This module provides information on analyzing the external and internal environment. They
may provide constraint within which the buses would be operated.
Focus points for trainer
The trainers should focus on linking the environment to the product selection (bus selection)
which may include decisions on bus size, frequency, headway, etc.
Questions for Discussion
• Why should the senior managers consider the external environment before taking a policy
advocacy decision?
• Why should the senior managers consider the internal environment before taking a policy
advocacy decision?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
25
Business Environment
Overview
Notes for Trainer: Environment (Overview)
• The external and internal environment should be analyzed along with the customers in order to assess
the complete market.
• These factors would help in identifying the features of the product (Bus) such as it’s size, route,
frequency, etc.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
The external business environment provides the constraints within which the authority needs to operate
their bus transport system. Example: small bus has to be used in a hilly city because of city’s geography.
The internal business environment provides an analysis of the authority and is useful for making decisions
for bus transport system. Example: Outsourcing of bus operations due to limited availability of skilled
manpower.
Existing transport system
Geographic factors
Demographic factors
Policy & regulatory framework
1
3 4
2
Existing infrastructure
Financial capacity
Manpower strength and
skills
1
2
3
External Business Environment Internal Business Environment
These factors will help in identifying the features of the Product (Mobility)
such as it’s size, route, frequency, etc.
26
Business Environment
External Business Environment
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
The geographical factors determine the spatial constraints for network planning such as route length,
influencing the design of bus transport system. They consists of the following factors:
➢ Size and shape of the city determines the compactness and structure of the city
➢ Length of road network determines the total road length in the city
➢ Type of roads shall be ascertained based on the assessment of motorized and non-motorized
lanes, length of arterial or feeder roads available in the city, etc.
➢ Terrain of the city would be very demanding if the terrain is hilly, plain, etc.
➢ Land available in the city for introduction / expansion of depot, terminal, bus stop, etc.
These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc.
Geographical Demographic Policies Existing system
The demographic profile of the city defines the commuter of bus transport services whose composition
influences the design of service/ operating plan through factors such as location of demand centers,
occupational distribution, age structure, etc.
➢ Spatial distribution of population determines the possible demand centers in the city.
➢ Occupational distribution of passengers determines amnesties and other featured required in
the bus transport system. Example: premium services for office-goers
➢ Income distribution determines the possible type of service for different income groups.
➢ Age distribution would help in planning routes, type of services and infrastructure. It also
provides possible requirements of travel of specific age group. Example: Children, elderly, etc.
These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc.
Geographical Demographic Policies Existing system
27
Business Environment
External Business Environment
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
The regulatory environment in a city / state impacts the development of a bus transport system. Apart
from laws, acts and policies, imposition of different restrictions imposed can also impact bus operations in
the city. Example: In Delhi, the Supreme Court intervened removing diesel buses from circulation and
mandating CNG buses. Separately, the restriction on stage carriage permit impacts the delivery services in
states such as Karnataka, Andhra Pradesh (limited outsourcing)
These would be responsible in choosing the features of your product (mobility) such as size, emission type,
etc.
Geographical Demographic Policies Existing system
Existing transport system in a city determines various policy decision such as integration / competition with
other modes, last mile connectivity concerns, decision on fare structure, etc. Furthermore, the areas not
connected by the existing system determines the gaps in transport services. If there is a demand found in
these gaps, it may be viable to provide transportation services in those areas.
These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc.
Geographical Demographic Policies Existing system
Case study - Nottingham Workplace Parking Levy (WPL): Achieving increased usage of public
transport by imposing a parking levy. Congestion fell on the major roads in the morning rush hour when
the levy was introduced and recorded the highest public transport usage in UK.
Case study - Kochi: Integration of transport modes through co-operatives by formation of Unified
Metropolitan Transport Authority (UMTA). Furthermore, Kochi Metropolitan Transport Co-operative (KMTC)
was launched for bus operators. Through these measures, the city of Kochi was able to achieve integrated
shared mobility system
28
Business Environment
External and Internal Business Environment – Notes for Trainer
Notes for Trainer: External environment (Examples)
• Geographic factors – comprise of length of road network, type of road, terrain of city, etc.
• Demographic factors – comprise of spatial distribution, occupational distribution, income distribution, etc.
• Policies – comprise of city / state / national policy within which the bus system has to operate. Example:
CNG bus policy in Delhi. These policies may impact the bus transport system. Example: Parking levy
introduction to ensure increased modal share and less congestion.
• Existing system: determines various policy decisions such as integration, last mile connectivity, etc.
Example: Integration of modes through UMTA and KMTC for bus operators ensured integrated shared
mobility system.
Notes for Trainer: Internal environment (Examples)
• Existing infrastructure: depot, terminal, shelters and buses should be considered carefully to analyze the
as-is assessment of infrastructure.
• Financial capacity: The analysis allows decision maker to understand the extent to which costs of public
transport needs to be recovered from users and non-users.
• In the skilled manpower, two things needs to be analyzed simultaneously, the manpower strength and
manpower skills.
• The strength and skills of manpower may be improved with the recruiting and training respectively.
However, it is also possible to outsource the model to a private operator which already has skilled
manpower
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
29
Business Environment
Internal Business Environment
Assessing the existing infrastructure determines the current state of bus operations and necessary
improvements required in the existing infrastructure, etc.
Buses
Determines the asset life and helps in the decision of fleet acquisition
Bus Depots
Determines maximum capacity of fleet which can be sustained in the city.
Bus Shelters
Provides information on required maintenance / monitoring system
Bus Terminals
Determines the frequency and waiting time of buses
Existing Infrastructure Financial Capacity Skilled Manpower
Mira Bhayandar: There was a problem due to inadequate space for parking and maintenance of buses.
Due to this unavailability of Bus Depot, 10% of bus schedules were cancelled every month. Here, the
authority did not consider the second P (Place) and procurement of buses preceded the decision of
construction of infrastructure (depot).
This analysis allows the decision makers to understand the extent to which costs of public transport needs
to be recovered from users and non users.
Financial constraint can be calculated through various Key Performance Indicators (KPIs) such as Operating
cost per passenger-km, Fare box ratio, revenue per passenger, etc.
These parameters are provided in detail in the training material “Monitoring and Evaluation”
Existing Infrastructure Financial Capacity Skilled Manpower
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
30
Business Environment
Internal Business Environment
Existing Infrastructure Financial Capacity Skilled Manpower
BEST Undertaking stopped the recruitment of employees for several years. When the recruitment began,
the new recruits were unskilled, and on the same hand, the existing skilled manpower was about to retire.
This created an age gap in employees. The HR Policy was not formulated well.
Authorities can assess the skilled manpower in the organization to deliver bus transport services and
facilitate decision making for outsourcing , training, and required recruitment for staff.
Recruit / Train
This option should be explored by the authority when a long term task isto be undertaken. The authority may recruit the additional skilledmanpower or train the existing manpower to increase their proficiency ina particular task.
Outsource
This option should be explored by the authority when a difficult shortterm task is to be performed or it is beneficial to leverage the skills ofindependent player. This option may also be explored if the objective ofthe authority would be to run on outsourcing model.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
31
Business Environment
Notes for Trainer
Notes for Trainer: Glance
• Previously, What to advocate – The policy objective (idea) should be advocated properly. It should
include details like product (along with features), promotion mechanism, pricing of the product, etc.
• Now, After assessment of environment and citizens, the analysis of market is complete.
• Once these analysis are done, the policy objectives / internal environment / product features / pricing /
promotion / etc. needs to be changed. After these changes are made, we are ready to launch our product
in the market.2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
32
Understanding Objectives
Notes for Trainer
Time allocated for this module
Approximately 30 minutes
Module Notes
The module provides information on selecting your objectives based on the requirements of
citizens.
Focus points for trainer
The trainer should focus on the essential elements which should always be considered
irrespective of the objectives chosen.
Questions for Discussion
• Why are objectives necessary for an organization?
• Why should the objectives be formed at the very beginning of policy advocacy?
2. Business Environment
4. Advocating to Citizens
1. Introduction
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
33
Understanding Objectives
Citizen centric objectives
The ultimate objective of bus transport organizations is to offer conducive bus transport system which is
citizen centric i.e. satisfying the expectation of the citizens. At the same time, the overall objective of the
Authority include:
• Optimal modal share of public transport• Decreasing the congestion in the city
Citizen Centric
Objectives
Environmental Objectives
Social Objectives
Adequacy
Regularity and
ReliabilityComfort and Convenience
Affordability
Accessibility
7
6
54
3
2
1 The objectives of the authority
should be set in advance. After
setting this objective, the
authority must advocate the
objectives and make necessary
amendments after discussions
with stakeholders.
The objectives should be specific.
For example, merely stating that
the objective is to increase
ridership in public transport is not
good enough because it is vague.
The objective must be formulated
in concrete and quantified terms,
for instance - increasing the
modal share of public transport to
50% of all motorized trips in the
next 10 months.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
34
Understanding Objectives
Citizen centric objectives – Notes for Trainer
Notes for Trainer: Citizen centric objectives
• The objectives should be citizen centric. They are of seven types and are depicted in the umbrella
objective above.
• The objectives should be very specific.
• These objectives should undergo frequent and timely amendments after holding discussions with
stakeholders. Example: In a city, if majority of the customers demand affordable buses, then the
objective should be affordability. But it may happen that on some routes, the demand is comfort and
convenience, therefore the objectives should be different as per the demand. As a result, premium bus
services should be provided on that route, and affordable bus services should be provided across the rest
of the city.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
35
Understanding Objectives
Citizen centric objectives
For further reading, kindly refer to the following material
• https://www.centreforcities.org/reader/delivering-change-putting-city-centres-heart-local-economy/city-centre-case-studies/8-
manchester-metroshuttle/
• http://www.eltis.org/discover/case-studies/introducing-free-public-transport-tallinn-Estonia
Case study - Manchester UK: Increasing accessibility to businesses and shops in the city center byintroducing zero-fare buses linking rail station, tram shops, shopping areas, etc. in 2012. In 2013, therewere 2.8 million passengers on Metroshuttle, an increase of 32% since 2006.
Accessibility
This includes optimizing the distance between commuters’ origin and destination of a trip to abus stop. This may require modifications in network planning.1
Affordability
This includes optimizing the cost of travelling through bus transport. This may requireimplementation of a robust fare fixation mechanism while ensuring financial sustainability ofaffordable bus operations.
2
Case Study - Tallinn, Estonia: Introducing free public transport inTallinn (Estonia) for affordability for its registered citizens with an aimto increase the usage of public transport. The resultant impact could beseen in the increased number of people using public transport and thereduction in number of cars. However, walking was also reduced sincepeople used public transport even for shorter distances.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
36
Understanding Objectives
Citizen centric objectives
For further reading, kindly refer to the following material
• Model Contract Guidelines for City Bus Transport – MoHUA
• Shuttl Website - https://ride.shuttl.com/
Comfort and Convenience
This indicates the installation of additional features, such as, luxury seats, air conditioning, Wi-Fi services, etc., in a bus to make bus travel comfortable and convenient for passengers.3
Case Study - Shuttl, India: Decided to provide premium luxury bus service based on income and
occupation of commuters. The features included online booking through a mobile app and guaranteeing
a comfortable seat in the AC bus. Safety features such as face-recognition and live CCTV feed were also
included. Currently, Shuttl offers 45,000 rides a day with over 700 buses and 150 routes in seven cities
across the country
Reliability and regularity
This includes optimizing planning and implementation of frequency of bus services. This mayrequire formation of a smart monitoring system and PIS, apart from enhancement of fleet andcrew.
4
Adequacy
This indicates the potential of bus transport organizations to cater to the demand of entire city.This may require optimum deployment of fleet and crew size including enhancement of thesame.
5
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
37
Understanding Objectives
Citizen centric objectives – Notes for Trainer
Notes for Trainer: Citizen centric objectives (Examples)
• Accessibility: In Manchester the accessibility to business shops by introducing zero-fare buses ensure
high increase in ridership
• Affordability: In Tallinn, free buses were introduced for registered citizens with the aim to increase
usage of public transport.
• Comfort and Convenience: Shuttl aimed in providing premium luxury bus services based on income
and occupation of commuters.
• Social Objectives: Ahmedabad provided level boarding in the buses for differently abled people;
Bengaluru provided reduced fares for students and socially disadvantaged groups (such as SC/ST, Girls);
Delhi reserved seats for physically disabled people for ease of travelling
• Environmental Objectives: The aim of this slide is to make the participants aware that transportation
sector is one of the leading causes of air pollution (Approximately 22% as per Urban emission report
2016). The only solution to this problem is to ensure greater modal share of public transport (reduction
of Co2 emission). In order to do this, the demand of the customers are to be satisfied. TfL has converted
7 out of 12 zones into low emission bus zone, improving the air quality in those zones. Shenzhen
switched to electric mobility by heavily engaging in urban infrastructure. This initiative helped in
achieving 40% less GHG emission per e-bus. Furthermore, noise and heat pollution reduction was also
observed in the city.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
38
Understanding Objectives
Citizen centric objectives
Social Objectives
This includes ensuring usability of bus services by different social groups including children, women, elderly, differently-abled commuters, etc. Level boarding for differently abled commuters, special seats for women, discounted prices for children are some examples catering to the demand of social groups.
6
Case Study – Catering to social objectives in Ahmedabad by introducing level boarding in buses for easy boarding for differently abled people, children and elderly. Safety was considered while introducing the level boarding.
Case Study – Catering to social objectives in Bengaluru by launching “The Smart Card program” with reduced fares applicable for students. Additional concession is provided to socially disadvantaged group (SC/ST, Girls). 3.5 lakh students benefit from the program in 2018-19.
For further reading, kindly refer to the following material
• http://mybmtc.karnataka.gov.in/storage/pdf-files/Brief%20note.pdf
Case Study – In Delhi, seats are reserved for women and physically disabled people in both buses and metro to meet the social objective.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
39
Understanding Objectives
Citizen centric objectives
Environmental Objectives
Emission Reduction: Reduction of emissions from buses may require appropriate selection of
fleet technology and fuel, and frequency of maintenance.
Noise Reduction: Noise reduction in terms of engine noise, working of silencer, etc. may
require updating technology and appropriate maintenance.
7
These objectives are usually specified under laws for emissions from each vehicle. However, the total pollution load in a city may be reduced by encouraging bus transport.
Delhi Transport Corporation: Maintenance of buses to achieve fuelefficiency by the contractor in terms of kilometers operated per kg of CNG fuelconsumed (KMPKG) against specified norms in the contract. The result wouldbe reduced emission and fuel consumption from bus transport systems
Transport for London (TfL): Low Emission Bus Zones to improveair quality. Since the launch of these zones, TfL has completedconversion of buses in 7 of the 12 low emission bus zone. The airquality in these zones also improved.
Shenzhen: Switching to an electric mobility system in the city (first city to electrify public buses) byengaging heavily in urban infrastructure and incorporating 500+ charging station and 5100 bus chargingpoints. This initiative helped in achieving 40% less GHG emission per e-bus than diesel vehicle.Furthermore, noise and heat reduction is also observed in the city.
• https://www.ellenmacarthurfoundation.org/assets/downloads/Shenzhen_-Case-Study_Mar19.pdf
• https://shaktifoundation.in/wp-content/uploads/2017/06/Improving-bus-Fuel-Efficiency-through-fleet-inspection-and-maintenance-
practices.pdf
• https://tfl.gov.uk/modes/buses/improving-buses
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
40
Understanding Objectives
Essential Objectives
Bus services are a means to improve the well-being of people by facilitating access to economic and socialbenefits. Thus, its design is aimed at meeting the needs of consumers in a way that is equitable, affordable,and responsive to all groups.
Enhancing access to facilities
Services should ensure that public facilities such as hospitals, markets, schools are accessible.
Investments in bus services should focus on enabling mobility of people for different purposes and needs.
Improving physical inclusion
Services should ensure that physical access to services is available to users with physical and psychological difficulties
Augmenting time-based inclusion
Services should ensure that transport provision is not limited during certain times of day
Improving economic inclusion
Services should ensure that monetary constraints do not affect its use.
Improving space inclusion
Services should ensure that access to transportfacilities is not difficult due to their geographicallocation.
Reducing fear-based exclusion
Services should ensure that security of users is paramount especially women and children (e.g. protection from sexual harassment).
Key Considerations
for social equity
Social Equity Safety and Security
While deciding the objective of the authority, some essential elements of objectives should always be
considered. These include ”Social Equity” and “Safety & Security”.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
41
Understanding Objectives
Essential Objectives
Ho Chi Minh City, Vietnam: Gender design features in the bus transport system of Ho Chi Minh City
Action
• A program has been designed to promote safe and secure mobility of women, provide women with better income-earning and employment opportunities, and allow women to better manage their domestic and child-caring responsibilities.
Impact
• The system has been designed considering gender design features such as
• Targets of 20% construction jobs and 30% station jobs for women,
• Dedicated waiting spaces for women on platforms,
• Shop spaces for female-owned businesses,
• Women-only carriages with additional child seating and storage space for baby carriages/shopping,
• Secure street lighting around stations,
• Easy access drop-off and pick-up points,
• Ticketing systems and train schedules to suit multiple trips and intermodal transport usage,
• Marketing to women as metro users, gender capacity development for project staff, and
• Special attention to households headed by females in livelihood support after resettlement.
• Catering to all the social groups is expected to increase ridership resulting in higher profit for the organization.
Note that in this case study, the “What’s in it for us” argument is focused upon.
For further reading, kindly refer to the following material
• Gender Toolkit: Transport “Maximizing the Benefits of Improved Mobility for All”, ADB, 2013
Social Equity Safety and Security
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
42
Understanding Objectives
Essential Objectives – Notes for Trainer
Notes for Trainer: Essential Objectives (Social Objectives)
• While deciding the objectives, there are some essential elements that must always be catered to. These
include “Social equity” and “Safety and Security”.
• Access to economic and social benefits should be considered in ways that are equitable, affordable and
responsive to all groups
• In Ho Chi Minh City, gender design features were considered in the bus transport system.
Notes for Trainer: Essential Objectives (Safety and Security)
• It is essential for bus transport services to cater to safety of commuters, road users, and passengers.
• Furthermore, security of the assets from crime, security of passengers from harassment, etc. should be
considered.
• Within safety, it is essential to analyze the cause of incidents, no matter what the severity is. Example:
in case of a containment of a small fire from a particular bus, the cause must be analyzed right away. It
should not be the case that since no one was injured, the cause of incident is not analyzed. It may so
happen that by analyzing the cause of fire today, we are able to prevent a more severe incident
tomorrow.
• This case study (Bangalore interchange design) provides information on designing an on-street
infrastructure where safety of commuters (road users) was considered specifically.
• As a result, safe movement of passengers and safe dispersal of pedestrians was achieved.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
43
Understanding Objectives
Essential Objectives
It is essential for bus transport services to cater to the safety of commuters as well as road users. If the passenger feels safe and secured, it is more likely to induce a positive perspective towards bus transport.
Perception of how safe and secure one feels in bus
transport is an important factor for commuters.
Prevention
from
accidents
Protection
from crime
and harassmentSafety Security
Safety and Security
Key Considerations
1
2
3
Processes
Human Elements
Infrastructure Elements
• Hazard identification and resolution • Incident reporting and investigation
• Emergency response planning and coordination
• Driver selection and training• Drug and alcohol testing• Fitness of staff for duty
• Vehicle maintenance• Facilities’ inspections• Safety mechanisms such as station
staffing and security personnel• Lighting facilities at bus stops for
safety of female passengers
For further reading, kindly refer to the following material
• Model Contract Guidelines for City Bus Transport – MoHUA
• Gender Toolkit: Transport “Maximizing the Benefits of Improved Mobility for All”, ADB, 2013
The root cause analysis of
incident should be independent
of the severity of the incident. Example: Even a small fire in a bus should be
analyzed to the root cause of
ignition.
Social Equity Safety and Security
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
44
Understanding Objectives
Essential Objectives
Bangalore, India: Designing an On-street Interchange at Hosur Road, Bangalore
Context
• In 2013, BMTC rationalized bus routes on Hosur Road as part of the Bangalore Integrated Grid (BIG) Bus Network. This resulted in direction-based services comprised of several trunk and suburban feeder routes.
Task
• The intersection points of trunk and feeder routes required infrastructure to allow safe and timely transfers for commuters.
Action
• With prime focus on passenger comfort, critical interchanges were planned at major nodes of the route network.
Impact
• The optimal location for the interchange was the median, as it satisfied these factors:
• Safe movement of passengers between trunk and feeder platforms
• Safe dispersal of pedestrians once they alight a bus
• Convenient distance from both sides of the highway, facilitating safe pedestrian movement
• Most direct route used for pedestrian access to interchange
• Segregated lanes for feeder buses entering the interchange
• Smooth flow of vehicular traffic
• Single stop for trunk routes allowed efficient operation of buses and use of space
• High level of service for connecting passengers by reducing waiting times
Social Equity Safety and Security
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
45
Advocating to Citizens
Notes for Trainer
Time allocated for this module
Approximately 40 minutes
Module Notes
This module provides information on how the senior managers should advocate to the
stakeholders. It informs the senior managers to finalize the product, place, price, and promote
before launching. Here the product is “bus” with key features such as frequency, headway,
etc.
Focus points for trainer
The trainers should focus on the aspect that the authority are selling a product / providing a
service, which has its features, price and requires promotion to ensure its success.
Questions for Discussion
• What should the senior managers consider before advocating to the relevant stakeholders?
• What is the step by step procedure that the senior manager should follow for successful
advocacy to the stakeholders?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
46
Advocating to Citizens
Understanding users and non-users
The citizens of the city comprises of users and non-users of bus transport. The users of a bus transport
system could be categorized into current users (ridership) and the potential users (future users).
Users
Non-users
Current
Commuters
Potential
Commuters
CITIZENS
Non-
Commuters
The existing users are commuting in the bus transport
system as they find bus transport services better as
compared to the alternate transportation system
services in the same price.
It is essential to retain the current commuters.
The potential users are the citizens who wish to use
bus transport services, but have a certain demand
criteria before availing such services. This demand
may be related to AC bus services, accessibility,
affordability, online booking, etc.
It is essential to satisfy their demand in order to
convert them into bus transport users.
They are the citizens of the city who are neither the
current users nor the potential users of the bus
transport system. However, they need to be advocated
as their lives may get affected by the bus transport
system.
Example: Slum area rehabilitation, car drivers, etc.
Retain them
Attract them
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
47
Advocating to Citizens
Understanding users and non-users: Notes for Trainer
Notes for Trainer: Citizens (Understanding users and non-users)
• The citizens of the city comprise of current commuters, potential commuters and non commuters.
• In order to analyze the demands of citizens all three segments must be targeted.
• Current customers would provide information of improving the current system.
• Potential customers would provide information on any new services required for particular routes.
• Non-customers would also have to be advocated so that their lives are unaffected by the bus transport.
Example: shifting of slum area due to construction of infrastructure.
Notes for Trainer: Citizens (Understanding users and non-users – Case study of Mumbai)
• Mumbai Case study provides the analysis of citizens with respect to the new metro line being constructed
in Mumbai. The case study analyses the current commuters, potential commuters and the non-
commuters
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
48
Advocating to Citizens
Understanding users and non-users: Mumbai Metro (Case study)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
Mumbai Metro: The new line being constructed in Mumbai in 2019
Context: Mumbai metro consists of a west and central line which carries around 7-8 million passengers perday. These liners are connected by a Line-1 metro from Andheri to Ghatkopar.
Action: A new central metro line is being constructed underground. It is expected to relieve the existingsub-urban lines of it’s congestion.
Current
Commuters
Potential
Commuters
Non-
Commuters
Currently there are 0.5 million passengers are travelling in line 1 of Mumbai
Metro.
The commuters using the western and central lines are expected to shift to
Line-3 metro, which is currently being constructed in Mumbai from Colaba to
SEEPZ.
• Land acquisition for constructing underground metro station has forced the
current land owners to rehabilitate. These current land owners need to be
advocated before initializing metro construction.
• The new underground station would be constructed on the side of the road.
As a result, some road space would be occupied by the newly constructed
underground entrances. Therefore, the current road users needs to be
advocated before initializing metro construction.
• The metro depot would be constructed inside the aarey forest. This would
result in felling of approximately 3000 trees. Therefore, the authority needs
to advocate the environmentalists and consider re-forestation.
49
Advocating to Citizens
Overview – 4P Model for Policy Advocacy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and BrandingFor further reading, kindly refer to the following material
• Margarita Išoraitė, “MARKETING MIX THEORETICAL ASPECTS” International Journal of Research – Granthaalayah, Vol. 4, No. 6
(2016): 25-37
The next step after what to advocate and to whom it should advocate to, is the how to advocate. The
process of policy advocacy is depicted below. This 4P model of Policy Advocacy assists in advocating the
citizens. It consists of the following:
Price PromotionPlace
Price must be same or less than what a commuter would otherwise have to
pay for an alternative mode for an equivalent service
for travelling
Promotion may be done through
advertising, public relations, direct
marketing, exhibits, posters, free gifts,
etc.
The product (service, mobility) should be placed at the right place at the right
time. The product / service should reach
the citizens.
Product
The product (service) should have a name,
features, design, benefits, size, brand image, guarantees,
etc.
50
Advocating to Citizens
Overview – 4P Model for Policy Advocacy – Notes for Trainer
Notes for Trainer: 4P Model for Policy Advocacy (Overview)
• Previously, What to advocate – The policy objective (idea) should be advocated properly. It should
include details like product (along with features), promotion mechanism, pricing of the product, etc.
• The 4P model of Policy Advocacy aims at setting the details of your objectives before you analyze the
customers and environment. This analysis consists of “Product”, “Place”, “Price”, and “Promotion”.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
51
Advocating to Citizens
First P - Product
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
• Selling an idea is similar to selling a product or a service. In this scenario, the product is
“mobility” which is provided to public from origin to destination.
• Here, the features of the product (bus mobility) are fleet size, frequency and schedule as
its parameters.
• If the product (mobility, service)has to be successfully launched, it should be compatible
with the market.
• Either market is developed for a product (mobility); or Product (mobility) is developed for
the Market. If neither, the organization must diversify in to other business.
Examples of product includes:
Comfortable
bus services
New BRT
system
New Bus
Depot
New Fare
Structure
Updated ITS
system
52
• Place for advocacy for bus policies has to be where target users will be able to see it.
• The place is the market, which needs to be analyzed properly.
Citizens Environment
The authority should figure out the potential
market and club them into the citizens and
competition. Example: Potential commuters
maybe school going children & non-commuters
maybe corporate employees for affordable service.
Apart from the citizens, the authority needs to analyze the
business environment they operate in. This would help them
identify the potential constraints of running buses in the city.
Example: while procuring buses in a hilly area, shorter buses
are procured; In Delhi, only CNG buses are procured, etc.
Market
Increase your commuters
Decrease your non-commuters
Advocating to Citizens
Second P - Place
Example: Consider the product to be buses in metropolitan cities
Possible change in market: The schools & college students specifically targeted with affordable prices
Possible change in product: AC buses for targeting upper-middle class citizens
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
53
Advocating to Citizens
Second P – Place; Third P – Price (Notes for Trainer)
Notes for Trainer: 4P Model for Policy Advocacy (“Place”)
• The second P in 4P model is “Place”.
• This refers to the analysis of market and business environment. After this analysis is complete, your
product should be able to satisfy the demand of the customers.
Notes for Trainer: 4P Model for Policy Advocacy (“Price”)
• The third P in 4P model is “Price”.
• The price must be same or less than what a customer would have to pay for an alternate mode that
provides an equivalent service.
• At the same time, the product should not be under priced. If you are providing better services and
commuters are willing to pay more, then you should consider charging more. (Example: premium service
on a particular route with comfortable AC bus services)
• The price should be decided before the promotion and launch of the product.
• Furthermore, the price should be increased every year based on inflation rate.
• The trainer should focus specifically on the fact that the customers are very sensitive to fare fluctuation.
This is depicted through a case study on the next slide.
• Case study: BMTC - By decreasing the fare (by 5 to 37%), the ridership was found to be increased.
• Case study: DMRC - By clubbing the fare slabs and increasing the ticket price, ridership was reduced as
customers chose an alternate mode of transport than DMRC Metro Rail
• Case study: MTC Chennai – Reduction in fare, without a substantial increase in service quality, led to
decrease in ridership
2. Business Environment
4. Advocating to Citizens
1. Introduction
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
54
Advocating to Citizens
Third P - Price
Notes for Trainer: 4P Model for Policy Advocacy (“Price”)
• Fare fixation is a very crucial topic in bus transport and the customers are extremely sensitive to increase
and decrease in fare
• However fare is majorly dependent on service quality. If fare is increased without change in service level,
then it may impact ridership, however increase in fare with increase in service quality then it may be
accepted by the customers
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
Fare
Sustaining the operations
through fare revenue (cost
recovery)
Sustainable Operations
Price / Fare is determined on various factors. These factors are listed below:
Upgradation of level of
service by upgradation of
supporting infrastructure.
Continual Upgradation
Level of service for which
fare is being charged.
Service
Add on services offered to
charge an incremental fare.
Quality
55
Advocating to Citizens
Third P - Price
DMRC increased the fares by clubbing the fare
slabs. A drop in ridership was observed. This drop
in ridership occurred because the customers
travelling for small distances chose an alternate
mode of transport than DMRC Metro Rail to travel.
Fare increase, Service Quality constant
Below are the case studies in each of the fare parameters
BMTC: Reduction in fare approx. by 5% to 37%. By
decreasing the fare, there was an increase in
commuters travelling short distances.
Fare decrease, Service Quality constant
Tejas operated on Delhi-Lucknow train services and
reduced travel time from 6.40 to 6.15 hours. The
ticket price was increased from 970 to 1280 for
chair and upgraded service to AC, including luggage
pickup-drop, ticket refund, reduced cancellation
charge, etc. High ridership was observed.
Fare and Service Quality increase
PCMC corridor 3 contained white collar passenger
and required premium quality services. The
authority provided AC buses and saw an increase in
revenue and ridership
Fare and service Quality increase
For further reading, kindly refer to the following material
• http://www.urbanmobilityindia.in/Upload/Conference/2953e025-357f-4cdc-bc6a-805c0c80e524.pdf
• http://www.delhimetrorail.com/press_reldetails.aspx?id=jkOjxn1IG6Ylld
• https://www.businesstoday.in/current/economy-politics/delhi-metro-daily-ridership-sees-a-drop-amid-hike-in-ticket-
prices/story/330857.html
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
56
Advocating to Citizens
Third P - Price
• Price must be same or less than what a commuter would otherwise have to pay for an
alternative mode for an equivalent service for travelling.
• At the same time, the product should not be under priced. If you are providing better
services and commuters are willing to pay more, then you should consider charging more.
(Example: premium service on a particular route with comfortable AC bus services)
Notes for Trainer: 4P Model for Policy Advocacy (“Price”)
The price of the product needs to be decided before the launch of the product.
The commuters are sensitive to fare fluctuation. An increase in the fare may cause the ridership to drop
and vice-versa. This is because the customers have access to multiple modes of transport between their
origin and destination.
Moreover, the expectations of the commuters have to be taken into consideration before fixing the price of
the service in order to identify the probable parameters affecting the choice of mode of travel.
Furthermore, the price should be increased every year based on inflation rate. If we don’t do it, then we
are ultimately reducing the price by keeping it the same. (As the costs go up every year). Thus, the price
has to be rationally restructured after consideration of different factors.
For further reading, kindly refer to the following material
• http://www.urbanmobilityindia.in/Upload/Conference/2953e025-357f-4cdc-bc6a-805c0c80e524.pdf
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
57
Advocating to Citizens
Third P - Price
• There has been a drop in avg. daily ridership of buses in Chennai by CAGR of -8.6% over last five years.
While the drop between FY15 and FY 18 has been at CAGR of -5.7% the drop between FY18 and FY20 at
CAGR of -12.8% has been rapid.
• While there has been a decrease in fleet strength during this 5 year period, but it has been at CAGR of -
0.5% and that is largely balanced along the 5 years period.
• There has been a drastic change in occupancy ratio of the buses and it has reduced at CAGR of -10.2%
over last two years. Further the absolute occupancy ratio has reduced from 76-77% in FY15 to 58% in
FY20 (over these 5 years).
Hence, while the ridership has been on a declining trend, the decline has been rapid after FY18
when the fare increase happened.
MTC Chennai Case study: Impact of fare increase on Ridership and Occupancy Ratio (OR)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
58
Advocating to Citizens
Third P - Price
• In earlier fare structure (prior to January 2018), the fares increased proportionately (across stages) to
the distance traveled.
• In the new fare structure, the fare increase from stage 1 to stage 10-11z increases at a steep rate (from
33% to 75% for MTC and from 33% to 63% for other town services) and thereafter the rate of increase
tapers (akin to Telescopic Fare Structure).
• Further, the hike in maximum fare is considerably higher than that in minimum fare (For MTC: Rs. 14 to
Rs. 22 as compared to Rs. 3 to Rs 4 and Other Town Services: Rs. 12 to Rs. 18 as compared to Rs. 3 to
Rs 4); which implies that long distance commuters would feel more burden on their pockets.
• Ultimately, with steep fares for initial stages, and bigger hike for subsequent stages, the net impact on all
commuters would be similar. This may be established with temporal analysis of travel characteristics of
STU riders pre and post fare hike.
MTC Chennai Case study: Impact Assessment of Fare Increase
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
59
Advocating to Citizens
Third P - Price
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
Fare
• Revision of fare based on
the updated costs,
expected ridership trend,
cost recovery, etc.
• This revision of fare
should be automatic and
done every year.
• Mechanism to revise
automatically with
change in input cost.
• Mechanisms to
request for subsidy if
fare to be maintained
at same level
Revision Mechanism Institutionalization
• Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective
and the Customer’s willingness to pay.
The senior manager must understand that operating buses in a city is
similar to operating a business. And in a business, it is essential to recover
the cost in order to achieve sustainability in the long-run.
In order to maintain same level of service, some minimum fare increase is
required in order to recover the increased costs
60
Advocating to Citizens
Fourth P - Promotion
For further reading, kindly refer to the following material
• http://www.wrirosscities.org/sites/default/files/BusKaro-Dec11.pdf
• The promotion of the product must be done before the release for the people to set their
expectations beforehand.
• The promotion of product / services may be done through advertisements, direct
marketing, public relations, social media, videos, etc.
• The promotion should be supported by a brand, which the citizens can associate with.
Example: Black buck chosen as mascot consider quickness and regional availability. If
unavailable, the brand itself should be improved.
Marketing and Branding is elaborated in Chapter 8 of this module.
Marketing Indore BRTS
Context: Indore was constructing a BRTS system for intracity buses
Action: Before introducing the BRTS system, it waspromoted by engaging the press in the form of social mediaand direct marketing. Free trials were conducted for thecustomers to experience the BRTS system.
Impact: When the ticketing system was introduced after thefree trials, the ridership was observed to be higher thanexpected
Study the public
and market
Study the public
and market
Gather customers
Create a strategy
to promote
transport system
Draw customers
Improve services
to reflect
customers’ needs
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
61
Advocating to Citizens
Fourth P – Promotion; Case study of PCMC (Notes for Trainer)
Notes for Trainer: 4P Model for Policy Advocacy (“Promotion”)
• The fourth P in 4P model is “Promotion”.
• The promotion of the product is essential to make the customers aware about the product and its key
features.
• It is important that the promotion should be associated with a brand name and logo, which the citizens
can associate with.
Notes for Trainer: 4P Model for Policy Advocacy (Case study of PCMC)
• This case study shows the activities performed by PCMC for the BRT system in 4P format.
• Product: The product was their bus running on the new schedule in a BRT system
• Place: The demands of the customers were analyzed. Apart from the demand of premium bus services in
corridor 3, the demands of customers were satisfied
• Price: The price, being the primary demand of the customers, was analyzed and the services were made
affordable for general public.
• Promotion: Focus groups were created to capture insights, discussion with stakeholders were conducted
to get their views.
• Learning; High ridership was observed as many people were aware and waiting for the new BRT system.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
62
For further reading, kindly refer to the following material
• https://rainbowbrtpune.files.wordpress.com/2015/07/learnings-from-pune-pilot-brt-project_may-2015-1.pdf
Pimpri Chinchwad Case study: Good ridership as a result of early promotion of BRTS system
Learnings: High ridership was observed as people were aware of the ongoing BRTS system and were
eager to use this public transport system.
“I would find myself clarifying doubts of colleagues about BRT even during casual talks. Some mechanism
should be worked out to share the internal knowledge of the staff who have worked on BRT to demystify
personal misconceptions about BRT within the institutions.” – Mangesh Dighe, Environment Officer PMC
Product Place Price Promotion
PCMC planned
on launching a BRTS system
which was the
product for the city.
The fare
structure
of PCMC
BRTS was
affordable
for
general
public.
PCMC was unable to identify the
commuters on Corridor 3 of the
BRTS system. The demand/
expectation by the citizens
comprised of premium buses with
AC services. However, PCMC was
unsuccessful in providing AC
buses to the citizens. As an
impact, the potential commuters
chose an alternate mode of
transport, causing the ridership
to drop.
After the customers and market was
analyzed properly, focus group discussion
were arranged in March 2015 by
Promotions and Outreach team to capture
the insights in a structured manner.
Discussion with NGOs, bus passengers, bus
drivers, and other stakeholders. Detailed
and considerable coverage in newspaper
helped in raising awareness.
Advocating to Citizens
Case study – Pimpri Chinchwad Municipal Corporation (PCMC)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
63
Advocating to Senior Management
Notes for Trainers
Time allocated for this module
Approximately 20 minutes
Module Notes
This module provides information on analyzing the citizens of the city. The citizens comprise of
users and non-users and both have to be advocated before taking a policy advocacy decision.
Focus points for trainer
The trainer should focus on advocating the non-users in a decision of policy advocacy. A case
study of Mumbai has been given to detail out the types of non-users in a policy advocacy
decision.
Questions for Discussion
• Why should the senior managers consider all the citizens in a city before taking a policy
advocacy decision?
• Why should the non-users of bus transport system be advocated before taking a policy
advocacy decision?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
64
Advocating to Senior Management
Overview
External benefits/ End Objective
The Senior Manager must understand the benefits associated with operating buses. They include facilitation
of business activities, access to health care, access to education, pollution reduction, etc.
SUSTAINABLE MOBILITY
ENVIRONMENT FRIENDLY SOLUTION
ACESS TO JOB, EDUCATION, HOSPITALS,
ETC.
Focus on Management
Focus on Operations
Focus on Customer
Focus on Sustainability
ENHANCED ECONOMIC ACTIVITIES LEADING
TO ECONOMIC GROWTH
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
65
Advocating to Senior Management
Overview
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
Regulatory and Sanctioning Authority may include representation of the
politicians, top management of government / authority and other staff
heads
The purpose of Advocacy to the Senior Managers is to secure approvals
and ask for funding support (internal and external such as ESCBS),
permission, etc. for city bus transport systems
The Authority should understand that the expectation of Regulatory and
Sanctioning Authority from city bus transport system. Their expectations
include good public service and financial stability of the organization
66
Advocating to Senior Management
Advocating to Senior Management
There are two types of skills required by a Senior Manager in order to advocate to the politician. They are communication through soft skills and communication through expertise on bus transport
Once the users and non users are identified and their needs are clear, the Senior Manager of the
Authority should advocate the idea and objective to the Politician and/or Minister
Soft skills: They include overall communication skills for better persuasion. They include the following:
• Context and Timing – the meeting should be short and to the point
• Setting expectations – the expectation from the politician should be analyzed carefully
• Create urgency – the urgency for the bus transport organization in terms of funds
• Images matter – images / graphs / visuals displaying critical information with ease of understanding
• Build rapport – rapport by previous commitment fulfillment and sincerity towards bus transport
• Behavioral flexibility – the behaviour should be professional and sincere
• Communicating clearly – the communication should be clear and honest
• Confidence and Certainty – the confidence builds up the trust from the politician’s perspective
Bus context: They include bus context expertise for technical persuasion. They include the following
• Back up your advocacy by bus data (GPS / ETM) through graphs. This data should be honest and data
projection should be realistic.
• Comprehensive plan to deploy funds throughout the organization should be told to the politician briefly.
This deployment of funds would ensure the performance of all sectors within the bus transport
organization. Example: Depot / Bus / Terminal / Stops all should be given equal weightage.
• Planning of “Return on investment” through traffic and non-traffic revenue OR cost optimization. This is
the most important factor and captures the interest of Politician / Minister.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
67
Advocating to Senior Management
Advocating to Senior Management (Examples)
Advocating regarding funding for a new depot to be constructed
• The senior manager should review the lands available in the city for prices
• Analysis of need and cost must be analyzed properly beforehand
• The allocation of funds and return of investment or benefits to public must be explained
• Data visualization regarding the funding should be prepared beforehand
Advocating regarding funding for new buses to be procured
• The senior manager should first assess the need for new buses
• The deployment of the newly procured buses should be prepared and advocated
• Data visualization regarding traffic revenue collected by new buses and better services for
the citizens should be assessed beforehand
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
68
Managing Change
Notes for Trainer
Time allocated for this module
Approximately 10 minutes
Module Notes
The module provides information on changing the internal environment of the organization
after setting the objectives. It also provides information on the importance of commuter’s
feedback.
Focus points for trainer
The trainer should focus on the importance of customer feedback and incorporating the
necessary feedback in the organization / city.
Questions for Discussion
• What are the various changes that may occur after setting the objectives?
• Why is commuter’s feedback importance? If there are no complaints from the customers,
does it mean that there are no complaints? How can this be addressed?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Based on Objectives SetA
Based on Customer FeedbackB
8. Marketing and Branding
69
Managing Change
Managing change based on objectives set
After finalizing the objective, there may be a need to manage change so as to align the organization to achieve the set objectives. This shall enable optimum utilization of available resources to fulfil the finalized objective.
Manpower strength and skills
Based on the objective, manpower /skills may need to be improved.Further, training in certain specializedskills might be required.
Existing infrastructure
Based on the objective, existinginfrastructure may need to beequipped with advanced technology ornew infrastructure may be required.
Process and procedures
Based on the objective and the typeof organization, business continuityplanning may differ.
Financial capacity
Based on the objective, financialcapacity may need to be enhanced byutilizing funds from the government orsigning up for schemes, etc.
1
3 4
2
Notes for Trainer: Glance + Managing change based on objective set
• Previously, What to advocate – The policy objective (idea) should be advocated properly. It should
include details like product (along with features), promotion mechanism, pricing of the product, etc.
• Now, After assessment of environment and citizens, the analysis of market is complete.
• Once these analysis are done, the policy objectives / internal environment / product features / pricing /
promotion / etc. needs to be changed. After these changes are made, we are ready to launch our
product in the market.
• This slide shows some of the possible changes in the internal environment such as existing
infrastructure, process and procedures, financial capacity, and manpower strength and skills.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Based on Objectives SetA
Based on Customer FeedbackB
8. Marketing and Branding
70
Managing Change
Managing change based on customer feedback
Customer needs and customer satisfaction can be considered as the center of every successful business.
• Customer feedback should be handed over to a separate teamwithin the grievance redressal system
• The purpose of the customer feedback is to cater to the requests ofthe customers
• The authority should understand that the objective is not tominimize the complaints received from customers. The customerwould give the feedback if he/she is assured the feedback would beevaluated.
• Therefore, a proper communication channel between the customersand the grievance redressal team is essential
For further reading, kindly refer to the following material
• http://eprints.cmfri.org.in/10824/1/Theeranaipunya_Ramees.pdf
Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This ensures the
commuters that their requests are heard and taken care of.
Notes for Trainer: Managing change (Customer feedback)
• Once the product is launched, the feedback of customers should be analyzed to close the complaints by
managing change.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Based on Objectives SetA
Based on Customer FeedbackB
8. Marketing and Branding
71
Business Continuity Planning
Notes for Trainer
Time allocated for this module
Approximately 20 minutes
Module Notes
This module focuses on the importance of succession planning as the senior members of the
organization are shuffled every two years.
Focus point for trainer
The trainers should focus on the importance of succession planning, especially for special
purpose vehicle
Questions for Discussion
• Why should the senior managers plan for succession?
• How can a senior manager address the issue of succession planning?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
72
Business Continuity Planning
Succession Planning
For further reading, kindly refer to the following material
• Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, 2013, TCRP Report 162
• Guidance for Preparing Standard Operating Procedures (SOPs) - United States Environmental Protection Agency
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
Business Continuity Planning is ensuring that institutional memory is created and plans are prepared so that the most vulnerable parts of a company can recover if a business interruption occurs. The plan also allows for interruption free transition from one operator to another.
Succession Planning refers to preparation for departure of senior leaders. While, overall workforce
planning is applied to macro level, both describe a systematic approach to identify existing and prepare for
future workforce gaps. The key implementation steps include:
✓ Have organizational leaders (such as board of directors) meetings to identify and articulate the strategic
direction for the organization.
✓ Regulatory and Sanctioning Authority (such as MD, CEO etc.) is responsible for undertaking workforce
planning for different activities, including identification of significant manpower gaps in the succession
plan.
✓ Regulatory and Sanctioning Authority may identify and recommend current staff members as potential
successors.
✓ A set of Standard Operating Procedures must be documented to provide necessary information to
the potential successor. These set of instructions may prove useful to the successor while making critical
decisions. This method is useful in case a physical meeting between the current and succeeding
Regulatory and Sanctioning Authority is not feasible. A detailed meeting should be conducted by the
predecessor in order to guide the successor. The predecessor must focus on the importance of projects
initiated earlier.
✓ Monitor and revise the action plan in response to the feedback or changing conditions or goals.
This process is highly useful in organizations where the frequency of change in Regulatory and Sanctioning
Authority is high.
73
Succession Planning – Case study
• Minnesota DOT Succession Planning for Supervisors and Leadership: Process designed to internally andexternally recruit candidates for future leadership vacancies. Identifies a talent pool that can move into
leadership positions without great difficulty.
• Pennsylvania DOT Succession Planning for At-Risk Positions: Identifies high-level positions that maysoon become vacant for various reasons and then identifies an internal pool of candidates to fill thesepositions. Identified candidates may then enter into the succession planning program.
• Office of Personnel Management (USA) (OPM): Developed a workforce planning model that any organizationcan use. It involves a five-step process of setting strategic direction, analyzing skill gaps, developing an action
plan, implementing the plan, and monitoring and revising the plan.
Business Continuity Planning
Succession Planning in Transport Organizations across the globe
For further reading, kindly refer to the following material
• Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, 2013, TCRP Report 162
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
74
Washington, US: Standardizing maintenance procedures through the introduction of Standard Operating Procedures
Context
• In the United States, the Washington Metropolitan Area Transit Authority (WMATA) operates a fleet of about1,500 buses across several counties and has multiple garage facilities that operate and service differentmodels of buses, including CNG, diesel and clean diesel buses.
• Historically, they have found that individual garages develop their own methods to deal with problem repairswhich may not necessarily reflect the best practice.
Action
• WMATA has made a large effort to standardize maintenance procedures across different facilities by havingwritten, detailed, step-by-step procedures that identify the checks, repairs and tools to be used, which arereferred to as Standard Operating Procedures.
Impact
• By having an independent system wide audit team, WMATA has been able to standardize procedures acrossthe entire maintenance system and ensure that procedures are strictly followed.
• The result is that maintenance costs have been reduced while Mean Time Between Failures (MTBF) hasbeen improving for a given technology type.
• Another benefit has been that mechanics moving from one location to another find identical tools,procedures and practices in place.
Standard Operating Procedures – Case Study
Business Continuity Planning
For further reading, kindly refer to the following material
• Best Operational and Maintenance Practices for City Bus Fleets to Maximize Fuel Economy, Box 3 (page 21)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
75
Succession Planning – Notes for Trainer
Business Continuity Planning
Notes for Trainer: Business Continuity Planning (Succession Planning)
• Since the senior management of SPVs are shuffled frequently (once every two years), succession
planning needs to be implemented in the organization.
• The aim of this succession planning is to prepare for the departure of senior leaders. The new senior
leaders would have a properly documented SOP from the previous leader to ensure overview of the
organization and smooth transition.
• The details planning and objectives of the organization should be passed on to the new leader(s). This
would ensure that the new leader builds on the work of the previous leader rather than starting from the
beginning.
Notes for Trainer: Business Continuity Planning (Succession Planning – Case study)
• In Minnesota, a process is designed to internally and externally recruit candidates for future leadership
vacancies
• In Pennsylvania, Internal candidates are identified to fill the position of senior management.
• In OPM, a workforce planning model involves five step process of setting strategic direction of the
organization
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding Notes for Trainer: Business Continuity Planning (Standard Operating Procedures – Case study)
• In Washington, the maintenance crew were provided a standardized maintenance procedures.
• This ensured standardize maintenance across all Washington, reduction of maintenance cost.
• Furthermore, the mechanics that moved from one location to another found identical tools and
procedures. This ensured faster and efficient work.
76
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
Business Continuity Planning
Transition Planning: From Predecessor to Successor
For further reading, kindly refer to the following material
• Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, 2013, TCRP Report 162
• Guidance for Preparing Standard Operating Procedures (SOPs) - United States Environmental Protection Agency
• Format for SoP - http://pibphoto.nic.in/documents/rlink/2018/dec/p2018121802.pdf
It is important to document your plan properly so that your successor
understands his / her purpose and the purpose of the organization.
• Remember that you have a predecessor and he/she has set the goals and milestones
on how the organization should proceed.
• Refer to the predecessor’s document in order to understand your purpose and
interventions where you need to step in to ensure that you achieve the organization’s
goal and targeted milestones.
• Document your plans properly so that your successor understands his/her purpose and
the purpose & goal of the organization.
• Pass on your findings properly so that transition happens smoothly.
77
In 4P model of Policy Advocacy, we learnt that the final step is to promote your product. This is done through a good marketing strategy and a well recognized brand.
Introduction
Marketing and Branding
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
• The negative stigma of existing bus transport is a
formidable barrier to overcome in selling these services. For this purpose, marketing of public
transport is necessary.
• Marketing and Branding the service would make it stand out from other service competitions. These
strategies are impactful in changing the way people perceive the services.
• It increases awareness among the common people
and updates them on new and upcoming schemes and services.
• The analysis is done based on the profile of the
city and on the target audience.
• The specific analysis of each situation and the designing of activities and messages that are
appropriate for each city’s target audience is important.
• The authority should work with civil societies
and form focus groups.
• Communication between the authorities and civil societies is essential as the authority
learns the society’s opinions in a direct manner.
• The authority should be conscious to raise
awareness among the common people with respect to their attitude & actions (regarding
city transport).
• A marketing strategy identifies appropriate
mediums of communication to disseminate the
message of bus transport services.
Why is Marketing and Branding important?
What does marketing strategy include?
What are the responsibilities of the authority?
Why do marketing strategies differ?
01 02
03 04
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
78
Introduction
Marketing and Branding
Stakeholder identification Stakeholder consultation Stakeholder strategy
Stakeholder Analysis
This is a technique by which an organization aiming to develop marketing & branding strategy identifies groups & organizations which are directly or indirectly related to its services. It consists of:
321
Branding Strategy
Branding the system with an identifiable name,logo, and slogan can make your service standout among other competitions. It has thepotential to generate new customers, getrecognition and increase business value.
Marketing Strategy
4321
Marketing is useful for educating the customerabout the service. It is useful for sustaining thepresence of a service. Marketing even acts as asource of revenue. It may act as a basis fordecision making.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
79
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
Stakeholder identification Stakeholder consultation Stakeholder strategy
Initially, various stakeholder segments that constitute the potential public transport market should beunderstood. Different population groups have different travel needs based on their income, dailyactivities, etc.. Thus different marketing strategies can be tailored to suit each stakeholder group(which collectively represents the population of the city). Some stakeholder groups are provided below.
• The consumer groups mentioned above are indicative. Further, these groups might not be exclusive and
exhaustive.
• The consumer groups to be analyzed for a particular city shall depend on the demographic profile of that
city.
Disabled persons
WomenStudents and
parents
Persons with day-time errands
Business professionals (e.g.,
corporates)
Work-place commuters (e.g.,
unorganized workforce)
Existing car users
Existing public transport users (bus users, metro users,
etc..)
1
2
3
4
5
6
7
8
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
80
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
• For example, women (stakeholder group) may highly value the level of security within a service. This maybe essential to ensure utilization of services by women (specially in the evening). By understanding thisconcern, various security elements of the service (e.g., security personnel, lighting, security cameras) maybe highlighted when presenting the service to this audience during the stakeholder consultation
• There are two ways to consult stakeholders. They are focus groups and surveys.
• Surveys enable capturinginformation in a structuredmanner with the help ofquestionnaires.
• The results from surveys can beexamined through usingquantifiable methods andstatistical analysis.
• They have the added value ofrepresenting qualitativeinformation with quantitativeproperties such as graphs,frequency distributions,medians, means, modes,etc..
• Focus groups are a rapid evaluationtechnique in which a moderator leads agroup discussion to share their knowledgeand opinions on a specific topic.
• This is a way to collect a significant amount ofqualitative information quickly and in an in-depth manner.
• A focus group can be composed of 6 to 12participants, and a typical session can lastapproximately two hours.
• The moderator must be social scienceprofessionals and have experience in thesetypes of investigation methods to obtainoptimal results.
Focus Groups
Surveys
Stakeholder identification Stakeholder consultation Stakeholder strategy
Atal Indore City Transport Services Limited (AICTSL) conducted stakeholder consultations through focus groups. This has been explained in the next slide.
Each stakeholder group (identified in the previous stage) may hold different opinions on bustransport. This segment of the process involves determining the concerns and needs of eachstakeholder group in relation to the use of bus transport. Based on their respective concerns andneeds, a marketing strategy may be customized to respective stakeholder groups.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
81
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
The focus group sessions are a good place to begin testing individual strategies. Below are the key marketsegments with the potential marketing messages that may be conveyed based on their travel needs.
Market segment Potential messages
Students • Availability of special discounts• Highlight technological aspects such as payment with mobile phone
• Social atmosphere of system
Parents • Security and safety aspects• Cost-effectiveness of system
Business professionals
• Work or relax while commuting• Travel time savings
• Technological aspects of new system• High-quality image of new system (status issue)• Savings in wear and tear on personal vehicle
Women • Safety and security issues• Frequent off-peak services that cater to errands
Existing public transport users
• Improvement in system quality• Travel time savings
Disabled persons • Easy use features of systems
By understanding the needs and constraints of each market segment, tailored marketing strategies can then be designed and employed. This step is where particular outreach strategies are devised. Also, decisions are made about which groups should be prioritized within the marketing budget.
Stakeholder identification Stakeholder consultation Stakeholder strategy
Based on the stakeholder analysis, an organization has to market it’s services. In order to do a propermarketing, a company should have a good brand name, logo and a tagline. These form a part of the brandingstrategy.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
82
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
The name of the brand is one of the first decisions that are taken on the launch of bus services. There are a range of different strategies that can be adopted to create an appropriate brand name. Some of the different qualities that a brand name can exude include:
1Terms such as “metro” or “rapid transit” can engender a very positive public image. (For example,
“TransMetro” in Colombia, “Metrovia” in Ecuador, etc..)
Key considerations for a brand name – Do’s
❑ Sophisticated❑Modern
❑ Rapid❑ Efficient
❑ Elegant❑ Convenient
❑ Comfortable❑ Social
The name of the brand is one of the first decisions that are taken on the launch of bus services. There are a range of different strategies that can be adopted to create an appropriate brand name. Some of the different qualities that a brand name can exude include:
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
83
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
2Brand names should carry a special local meaning, rather than just mimic some generic transport
term. Relating to the name of a river, lake or mountain can be appropriate. For example, TransJakarta(Jakarta), Transantiago (Santiago), TransCaribe (Cartagena), etc..
3
The name of an indigenous animal that is fast or important animal of the nation can be quite effective
since it can serve both as the brand name as well as a mascot. Animals can be popular with young
riders and invoke feelings of affection, acceptance and ownership. For example, Perth Central Area
Transit (CAT), Kangaroo Bus Lines in Australia, Bus Eireann (private operator in Ireland that uses Irishsettler, a dog breed, as it’s logo)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
84
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
Key considerations for a brand name – Don’ts
Avoiding the term “bus” can be part of a strategic plan since it can often carry a negative connotation,
especially in cities where existing bus service is of poor quality.1
Acronyms, such as BRT and MRT, should be avoided as they might not have much meaning to a
customer, and thus is a lost opportunity in terms of attaching an image around the brand.2
Avoid religious or political connotations and customers should identify with the name. Eg: Lakme
cosmetics became popular but would not be accepted as “Laxmi” which was the original choice of the brand.
3
Brand must be associated with sustained quality. Blue Line buses were taken off because of accidents. 4
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
85
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
Process for brand name development
Key considerations to be kept in mind while forming a brand name
Brainstorming
✓ Open session in which as many suggested system names are generated as possible.
✓ The key ideas behind the brainstorming session is developing a diverse set of options without criticizing or evaluating the ideas presented.
Evaluating the final names
✓ The initial group will meet again and decide on the final name, based on the report from the focus group and shortlisted names.
✓ This group may narrow the list to a few names to be given to political leaders for the final decision.
Focus group opinions
✓ The brand names generated in Step 1 are then placed before carefully selected focus groups.
✓ These groups will go through the names and give reactions and opinions.
✓ The focus groups will select a list of their five most favorite brand names.
1 2 3
Assistance from a marketing and public relations firm can help to ensure all options and issues are considered.
01
Focus groups with prospective customers can be used to test name ideas as well as brainstorm on possible names.
02
Contests with substantive prize (such as one-year bus transport pass) to develop a name and logo can be a creative and participatory way of bringing the public into the process.
03
The final decision on the system name should be made at the highest level (Municipal Commissioner, CEO, etc..) of decision making for the system.
04
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
86
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
The proposed new system in Barranquilla (Colombia) uses
the word “Metro” as part of its system name.
In Aichi (Japan), a toy mascot is given the driver’s seat in
a driverless bus system with full optical guidance.
Johannesburg has created a name that works well across
the variety of languages in South Africa.
• To choose a name for the Indore BRTS system, the Atal Indore City Transport Services Ltd. (AICTSL)
held a public competition in 2011 (AICTSL 2014).
• The aim of this competition was to promote ownership of the system by the residents of Indore,
and create a name that was accepted by the public.
• The name was selected as iBus. While the ‘i’ denoted Indore, it also represented intelligence and
innovation for a system that was easy-to-use and new for Indore residents.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
87
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
Brand Logo is the most recognizable and identifiable aspect of a bus service which provides the customers with instant recognition of it’s purpose, quality, and location.
The logo typically consists of an image within a particular shape and color scheme.
The logo may also invoke wording, such as the brand name and sometimes, the brand tagline. In fact, great care should be taken to ensure that the brand name and logo are complementary with one another.
The logo may appear on station signposts, fleet, as well as all outreach materials such as web sites and flyers.
The logo can take upon a varietyof forms, including abstractshapes to defined images that directly relate to the brand name.
• The colors utilized within the logoand the physical system should also be carefully considered.
• Cities may select colors that relate to a local flag or other identifiable attribute of the local environment.
Brand Logo
Various examples related to brand logo are provided in the subsequent slides
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
88
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
The ubiquitous logo for the Brisbane system allows for rapid
customer identification of station locations.
• ‘Rainbow’ as the name selected for the
BRT system seeks to signify a joyful
feeling, a product very different from the
regular bus service Punekars have grown
up with, but still one which is familiar.
• The symbol is a rainbow colored bird
taking off.
• Rainbow published a “Brand Identity
Manual Standards and Guidelines” in order
to promote their bus services.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
89
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
• The color of the physical system is also part of the brand identity.
• Bogota chose red as the color for the bus to equate the TransMileno system to the
life-blood of the city with the BRT corridors representing the life-giving arteries.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
90
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
• LA’s Metro
Orange Line
includes both a
metro and a BRT
corridor.
• Its color scheme
is highly visible,
making it clear to
users that they are
parts of the same
network.
Bold
signage
reflecting
the logo
of BCLL
attracts
public
attention
to the
BRTS.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
91
Marketing and Branding
Formulating a branding strategy
• For example, the message may stress the time saving aspects, the level of convenience and comfort, themodernity of the system, etc..
• The tagline will likely be tailored to the particular marketing emphasis of the moment. In the brandingstrategy, only brand tagline is advised to be altered. Brand name and logo are advised to remain constant.
• The slogan should be inspirational in motivating customer usage of the services. Some samples include:
Brand Name Brand Logo Brand Tagline
Creating a public recognition of the bus service can also be bolstered by a slogan or tagline that accompanies the name and logo. The tagline may highlight an aspect of service that is of particular value to the targeted audience.
❑Rapid transit for everyone
❑The fast way across the city
❑Relax & leave the driving to us
❑Not just another bus
❑Wherever life takes you
❑Connecting people to life
❑The easy way to work
❑You’ll never be late again
❑ It’s the city’s new shortcut
1The brand name, logo and slogan should be protected by trademarks and copyrights, as it
will be an important asset for the authority. The copyright should be held by the public authority.
A successful brand will likely generate some imitation. Others will only try to expropriate the
brand’s name if the name is perceived to have substantial value.2
3The borrowing of the brand’s name and image should be avoided since their unauthorized use
can ultimately damage the service’s public esteem.
Joint marketing efforts with corporate or other organizational partnerships can be an
effective way to broaden the reach of the brand’s message.4
Key considerations for a brand tagline
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
92
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
"Wherever life takes you!" is
the tag line that accompanies
promotional material for the Ottawa public transport
system.
This marketing announcement for the Los
Angeles Orange Line highlights the time
savings aspects of the service.
The tagline of Rainbow BRT is Pravas Nava, Paryay Nava. It means ‘a new journey, a new alternative’, evoking a sense of modernity, progress, and
environment-friendliness.
• To choose a name for the Indore BRTS system AICTSL held a public competition in 2011.
• The aim of the competition was to promote ownership of the system by the residents of Indore, and create a name that was accepted by the public.
• The tagline was selected as “Satat Vikas Atal Vishwas” in Hindi, meaning ‘continuous progress, constant trust’.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
93
Marketing and Branding
Formulating a marketing strategy
The brand name and image are just the outward representation of the overall branding and marketing
effort. These tools should be supported by a comprehensive marketing campaign strategy that is
directed towards achieving the following objectives:
✓ Maximize interest and ridership in the system;
✓ Overcome doubts and concerns related to the system;
✓ Target different messages to specialized customer groups; etc..
• The public education plan is a component of the overall marketing plan in which the emphasis is on getting
the public familiar with the service.
• The general public must be instructed on available routes, services, fare & pricing, service attributes,
boarding procedures, restrictions, advantages, etc..
• Instructions must be communicated using plain language so that users of even the lowest education and
poverty levels can understand them and should be available in all localities.
• There are various methods of educating the common people. They include
Videos (showing a realistic view of the service)
Visual images, specially the impact from before and after images.
Social Media Platformssuch as Facebook, Twitter,
Instagram, etc..
The news media, web sites, and direct outreach.
Information kiosks which share information brochures,
etc..
1
2
3
4
5
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
94
Marketing and Branding
Formulating a marketing strategy
This information kiosk in Brisbane helps answer basic customer questions as well as creates awareness.
Honolulu (left photo) and Bogotá (right photo) employed direct outreach teams to promote the new public transport system.
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
95
Marketing and Branding
Formulating a marketing strategy
AICTSL Indore:
To avoid any misconceptions that the project would take road space from personal vehicle users, graphics illustrating before and after versions of the corridor were published in the form of pamphlets.
Bhopal MyBus:
Comparative images of before and after the project implementation were highlighted in local newspapers to send a strong message to the public.
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
96
Marketing and Branding
Formulating a marketing strategy
The market segmentation of stakeholder groups (conducted during stakeholder analysis) will help in
the development of individual tactics required to carry out these strategies. One of the key
considerations while developing strategies is what kind of messages you should transmit, and how
complex those messages should be. When the specific activities of a strategy is implemented, it is
important to take special care regarding the timing.
• It refers to the process by which the common
people get to know about something.
• However, although somebody has been made aware
of something does not mean that a person will
act according to what they have learnt.
• It is necessary to apply behavior change
strategies that make the person use sustainable
transport.
Creating awareness
• Behavior change is when a person changes their
habits regarding mobility on a daily basis based on
what a campaign or strategy has presented them (i.e.
using a bus with greater frequency than before as a
mode of transport).
• It is the complement of raising awareness, because
it complements the understanding of sustainable
transport to effective action.
Behavioral change
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
97
Marketing and Branding
Formulating a marketing strategy
Introduction Stakeholder Persuasion Events Media Tools Social Media
➔ ”I walk regularly”
➔ ”I tried, and walk now and then”
➔ ”I would like to try walking”
➔ ”Walking might be an option”
➔ ”Walking is not relevant for me”
Understanding Behavior: the 7 stages of change
Awareness of
problem
Aware of the issue of traffic congestion?
Accepting
responsibility
Accept personal / corporate responsibility?
Perception of
options
Perception of sustainable modes?
Evaluation of
options
Is there actually a viable alternative?
Experimental
behavior
Trying out new travel choices?
Making a choice
Really intend to modify behavior?
Habitual
behavior
Long-term adoption of sustainable modes?
1
2
4
3
5
6
72. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
98
Marketing and Branding
Formulating a marketing strategy
Think: Logical arguments
✓ Rational arguments over the cost and speed of a new travel option can help to capture attention and interest.
✓ A range of materials, including photos, and videos, can help disseminate logical arguments.
Practice: Public transport usage
✓ Offering a free travel period, such as the first weeks of operations may get people to try bus transport.
✓ Finding creative ways to personally engage the public can help to overcome the initial barriers.
Feel: Affective persuasion
✓ People feel good or bad in a certain place or with a certain mode of transport.
✓ If bus transport is equated to better self-worth and a more beautiful city, then the affective response could be quite strong.
• The basis to produce a marketing
message / advertisement should be
the stakeholder analysis and an
identification of the themes that will
be important to key target audiences.
• The text of the message, the imagery,
the voice, and the colors all should
form a complementary package of
ideas.
Introduction Stakeholder Persuasion Events Media Tools Social Media
Stakeholder persuasion – In general, there are three “channels” which are typically used to motivate personal change: Think, feel and practice.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
99
Marketing and Branding
Formulating a marketing strategy
• Give people the chance to use sustainable mobility – Giving people free
rides on new public transport lines (e.g. to their workplace and back) will
open their minds to sustainable mobility and will increase the chance that
they use it while changing their point of view towards this mode of transport.
• Special events such as fashion shows have been held inside the TransMilenio
system. Television and radio shows have likewise been undertaken within
TransMilenio. Interviews with celebrities are also known to take place against
the famous backdrop of the system.
• Public officials – The use of the services by public officials can also draw
attention to the service.
The best mechanisms for promoting bus transport are thus perhaps those that actively involve the citizen in the urban environment. Special events are opportunities to encourage the actual participation of the potential bus transport user.
22nd September
International Car Free Day
5th June
World Environment Day
22nd April
Earth Day
16th – 22nd September
Introduction Stakeholder Persuasion Events Media Tools Social Media
Former Bogotá Mayor Enrique Peñalosa takes a TransMilenio
vehicle for a test drive.
The marketing identity of the International Car Free Day
Campaign.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
100
Marketing and Branding
Formulating a marketing strategy
Action
The free trial rides were a strategic decision to attract the public
so that they experience and understand the system. This would
result in a boost in ridership during the initial days
Impact
• Initially, AICTSL had decided to continue free trial runs for 2-3
months. The trial runs continued for three weeks, during which
system patronage increased significantly, reinstating positivity
among the public. However, the overwhelming response from
commuters necessitated the introduction of fares to control
overcrowding in buses. Although this resulted in an immediate
drop in ridership at first, it began to steadily increase.
• The satisfaction expressed by those who experienced the system
led to a highly positive reaction from the press.
• Free trips helped in allaying misconceptions about the
functioning, comfort and safety of the iBus commute.
• Following this, the Indore system was entrusted with land for
corridor development worth around INR 270 crores under
the Transfer Development of Rights (TDR) scheme.
Passenger trials of the Indore BRTS service began on the 10th of May 2013.
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
101
Marketing and Branding
Formulating a marketing strategy
❑ Television❑ Radio❑ Newspaper advertisements❑ Magazine advertisements
❑ Web sites❑ On-line video❑ Billboards❑ Flyers
❑ Street kiosks❑ Group seminars❑ Personal interviews❑ Social media platforms
Each medium of communication brings with it different cost and different level of effectiveness. In general, more costly mediums, such as television, offer the greatest message exposure. The choice of communication medium depends upon the cost and expected number of persons to be reached.
1The message of the particular advertisement will likely vary by the medium being
utilized. Some mediums may restrict the information to fairly broad in nature.
Public service announcements (PSAs) permit messages related to topics of public
interest to be shown without cost on television and radio. 2
3 Kiosks in public venues are a big advantage to public systems over the private sector.
Outreach efforts with school children can be particularly effective. 4
5The best advertisement for the service may well be the service itself. The sight of a bus
whizzing by motorists stranded in traffic is probably the most effective means of communicating the service. Messages on the exterior of the bus can heighten the impact.
The marketing messages should not end with just getting a person to try the service.
Reassuring the new customer that they have made the right choice is a critical part of the process. Advertisements inside the service can be effective in reassuring the customer
that they have chosen wisely.
6
Key considerations for a media tools
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
102
Marketing and Branding
Formulating a marketing strategy
The newsletter gained immense
popularity through an innovative feature – a free pass that entitled
any reader to a single BRTS journey of any length by answering two simple questions. The answers to the questions are found easily within the various newsletter articles, thus encouraging readers to read the articles in order to claim the
prize.
As part of the MyBus project, a four-page newsletter was published by BCLL. This contained narratives, articles on technical aspects, messages from eminent city politicians, comments and inputs from the general public and numerous images and graphics. This medium was used to provide the public with large
amounts of information on a periodic basis.
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
103
Marketing and Branding
Formulating a marketing strategy
Social media and online marketing are excellent channels for providing updates, connecting with customers, and letting them know the services offered.
• It connects the authority directly with consumers by sharingupdates, sales, contests, new services, and more!
• Monitor reviews and comments on different platforms. Respondto questions, compliments, and complaints quickly andprofessionally.
• Unlike web pages that feature static content, social media isupdated frequently.
• Host online contests, offer special discount codes exclusivelyfor social media followers, have customers submit photos, usehashtags, and tag bus services on social media platforms.
• Creative and distinctive content receives the most attentiononline.
• It’s better to do great marketing on 1 or 2 channels than to do it poorly across 5 channels.
• When choosing a platform, consider the platform target customers are on and the objective of the agency
• Each platform has an algorithm that determines who sees posts. Be wary of post frequency, number of likes, and text length to optimize social media impact.
How does it help? What should be considered?
✓ An organization should create multiple channels (Facebook, Twitter, Instagram, etc..) in order to post the updates of the services.
✓ The point of contact for social media marketing should post the same content on all the pages at almost the same time.
Key considerations
Introduction Stakeholder Persuasion Events Media Tools Social Media
Social media marketing channels
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
104
Marketing and Branding
Formulating a marketing strategy
Context
Since the location of the BRTS corridor was
adjacent to numerous schools and
education institutes, a vital part of the
marketing strategy involved targeting
the student and young adult
demographic.
Action
To cater to this, the team created an iBus
page on Facebook.
Introduction Stakeholder Persuasion Events Media Tools Social Media
Benefits
• The page provides service and construction updates to the general public.
• It also enables two-way communication between the iBus team and the public to receive feedback as well as
post comments, complaints and suggestions.
• During public engagement activities such as focus groups and passenger trials, participants often requested to
have their photos tagged online.
• As the number of followers increased, the media began to pay attention to the page, often referring to it for
project information, updates and photographs.
Once the page was functional, it proved to be popular, with almost 2431 likes to the page in April 2019.
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
105
Marketing and Branding
Formulating a marketing strategy
Twitter handle of Delhi Traffic Police providing real-time updates to commuters
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
106
Advocating to
Citizens
A. Understanding Users and Non-Users
B. Overview – 4P Model for Policy Advocacy
C. First P – Product
D. Second P – Place
E. Third P – Price
F. Fourth P - Promotion
4
Introduction
A. Overview
B. Why advocate / what to advocate / whom to advocate?
C. How to advocate?
1
Business
Environment
A. Overview
B. External environment
C. Internal environment
2
Understanding
Objectives
A. Citizen centric objectives
B. Essential elements of objectives3
Reference table
A. 7-12
B. 13-14
C. 15-20
A. 8-15
B. 16-17
C. 18-23
A. 7-11
B. 12
C. 13-19
Delivery
PPT
Trainer
manual
Participant
Manual
A. 21-23
B. 24-26
C. 27-28
A. 24-25
B. 26-28
C. 29-31
A. 20-21
B. 22-24
C. 25-27
A. 29-36
B. 37-40
A. 32-39
B. 40-44
A. 28-34
B. 35-39
A. 41-43
B. 44
C. 45
D. 46
E. 47-52
F. 53-54
A. 45-48
B. 49-50
C. 51
D. 52-53
E. 54-59
F. 60-62
A. 40-41
B. 42
C. 43
D. 44
E. 45-50
F. 51-53
107
Managing ChangeA. Managing change based on objectives set
B. Managing change based on customer feedback6
Business
Continuity
Planning
A. Succession Planning
B. Transition Planning7
Advocating to
Regulatory and
Sanctioning
Authority
A. Overview
B. Advocating to Regulatory and Sanctioning Authority
C. Case Study
5
A. 55-57
B. 58-60
C. 61-62
A. 63-65
B. 66
C. 67
A. 54-55
B. 56
C. 57-58
Delivery
PPT
Trainer
manual
Participant
Manual
A. 63-64
B. 65
A. 68-69
B. 70
A. 59
B. 60
A. 66-70
B. 71
A. 71-75
B. 76
A. 61-63
B. 64-65
Reference table
Marketing and
Branding
A. Introduction
B. Stakeholder analysis
C. Branding strategy
D. Marketing strategy
8
A. 72-73
B. 74-76
C. 77-80
D. 81-87
A. 77-78
B. 79-81
C. 82-92
D. 93-105
A. 66-67
B. 68-70
C. 71-81
D. 82-94
108
Thank You !
Time for Discussion
109
Bibliography
• UITP India and Shakti Sustainable Energy Foundation, 2018, Regulatory Frameworks for Integrated Shared Mobility Governance in India
• Margarita Išoraitė, “MARKETING MIX THEORETICAL ASPECTS” International Journal of Research – Granthaalayah, Vol. 4, No. 6 (2016): 25-37
• Maher Niger, 2013, Deficiencies of existing public transport system and a proposal for integrated hierarchical transport, IOSR Journal of
Mechanical and Civil Engineering
• EMBARQ India, 2014, Bus Karo 2.0 Case Studies from India, WRI India
• Blair Cronin, Candace, Alexander, Allison, Cronin, Brian, Riches, Christopher, Stern, Jennifer, ICF International, Inc. . . . Earlysville, VA, 2013,
Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, National Academy of Sciences
• Energy Sector Management Assistance Program, The World Bank, 2011, Best Operational and Maintenance Practices for City Bus Fleets to
Maximize Fuel Economy, The International Bank for Reconstruction and Development
• Asian Development Bank, 2013, Gender Toolkit: Transport
• Wenzhu Zhou and Zhibin Li, 2016, Determining Sustainable Land Use by Modal Split Shift Strategy for Low Emissions: Evidence from Medium-
Sized Cities of China, Mathematical Problems in Engineering
• Cambridge Systematics Consulting & Technology Private Limited, 2016, Improving Bus Fuel Efficiency through Fleet Management and Maintenance
Practices, Shakti Sustainable Energy Foundation
• Ellen Macarthur Foundation, 2019, Shenzhen switching to an Electric Mobility System in the city
• Volinski, Joel, University of South Florida, Tampa, Florida, 2014, Maintaining Transit Effectiveness under Major Financial Constraints, Transit
Cooperative Research Program
• https://www.centreforcities.org, April 2019
• https://kochimetro.org, April 2019
• http://www.nhi.fhwa.dot.gov, April 2019
• http://www.opm.gov, April 2019
• https://www.kut.org, April 2019
• https://www.futuresystems-inc.com, April 2019
• http://www.eltis.org/discover, April 2019
• https://tfl.gov.uk, April 2019
P resentation title[To edit, c lick View > Slide Master > Slide Master]
©2019 Deloitte Shared Services India LLP 1
Participant Manual
1
December 2020December 2020
MINISTRY OF HOUSING AND URBAN AFFAIRS, GOVERNMENT OF INDIA
Consultancy Services for Design and Development of Training Programme for City Transport Professionals
EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)EFFICIENT AND SUSTAINABLE CITY BUS SERVICES PROJECT (INDIA)
PARTICIPANT’SNOTES – POLICY ADVOCACY FOR SENIOR MANAGERSPARTICIPANT’SNOTES – POLICY ADVOCACY FOR SENIOR MANAGERS
2
PrefaceThe Efficient and Sustainable City Bus Services (ESCBS) project was introduced to improve the efficiency and attractiveness of city
bus transport in India. ESCBS project has three major components which includes National Capacity Building (NCB); Regulatory,
Institutional and Fiscal Analysis; and City Demonstration. This engagement falls under the purview of the NCB component of the
ESCBS project. The objective of the engagement is to design and develop training programme for city transport professionals, and
involves undertaking pilot testing, implementation, evaluation, and suitable modification of the training programme.
As a part of this engagement, eight training areas have been identified and prioritized by the Ministry of Housing and Urban Affairs
(MoHUA).
Policy Advocacy for
Senior Managers
Outsourcing for Senior
Managers
Monitoring and
Evaluation for Senior
Managers
Network Planning for
Middle Managers
Operations Planning for
Middle Managers
Outsourcing for Middle
Managers
Bus Operations for
Middle Managers
ITS and MIS for Middle
Managers
1 2 3 4
5 6 7 8
For each training area, a total of three modules have been prepared:
A. Participant’s Notes: Detailed reference notes containing link to more readings to be circulated before training.
B. Trainer’s Notes: Detailed notes for trainer’s reference containing focus points, questions for discussion, etc.
C. Delivery PPT: Brief presentation containing infographics, videos, group activities, etc. to be displayed on the screen.
3
About the Module
This training material on “Policy Advocacy for Senior Managers” aims in advocating in favor of the
policies that have been conceptualized. It enables the Senior Manager to advocate to the citizens, politicians,
and bureaucrats about ideas related to bus transport, and guidelines to formulate the same. In addition, the
training material formulates strategies for ensuring continuity of business through succession planning.
Another aim of Policy Advocacy is to outreach stakeholders, including policy-makers, to adopt policies/policy
changes that would strengthen a transit agency & facilitate the provisioning & use of (bus) transit service.
Marketing of bus services helps in creating awareness among the target audience regarding the existence
and benefits of the service. The strategy includes identifying and consulting various stakeholders; branding
the services using name, logo and tagline; and forming a marketing strategy using campaign and various
media options.
It is strongly recommended that participant’s manual is referred prior to the training session.
4
Learning Objectives
✓ Understanding why is there a need for Advocacy
✓ Understanding whom is the advocacy meant for
✓ Understanding what to advocate to the various stakeholders
✓ Understanding the mechanism to advocate to the citizens (4P model for Policy Advocacy)
✓ Understanding the mechanism to advocate to the Regulatory and Sanctioning Authority
✓ Assessing business environment and citizen in order to advocate
✓ Understanding the need to change internal environment after advocacy
✓ Assessing the importance and mechanism for succession planning
✓ Design and formulate branding and marketing strategy for outreach
5
Table of Contents
Advocating to Citizens
A. Understanding Users and Non-Users
B. Overview – 4P Model for Policy Advocacy
C. First P – Product
D. Second P – Place
E. Third P – Price
F. Fourth P - Promotion
4
Introduction
A. Overview
B. Why advocate / what to advocate / whom to advocate to?
C. How to advocate?
1
Business Environment
A. Overview
B. External environment
C. Internal environment
2
Understanding
Objectives
A. Citizen centric objectives
B. Essential elements of objectives3
6
Table of Contents
Managing ChangeA. Managing change based on objectives set
B. Managing change based on customer feedback6
Business Continuity
Planning
A. Succession Planning
B. Transition Planning7
Advocating to Regulatory
and Sanctioning
Authority
A. Overview
B. Advocating to Regulatory and Sanctioning Authority
C. Case Study
5
Marketing and Branding
A. Introduction
B. Stakeholder analysis
C. Branding strategy
D. Marketing strategy
8
7
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction
Overview – Key policy challenges/decisions
The Senior Manager should orient themselves on understanding the basic purpose of
running the buses and understand the key policy challenges they may encounter with.
1What role bus transport can play within city mobility system
• Feeder services, Main haul
• Strategy for integration with other modes of transport
2Which are potential business segments bus transport can target
• Based on Income, Occupation, Demographics
• Based on Social Equity (Gender, Senior citizen, etc.)
3What are appropriate type & level of service to serve business segment
• Type of Service (Premium, Regular, etc.)
• Level of Service (Frequency, priority lanes, expressway, etc.)
4What are my service delivery mechanism/business models
• In-House Operations
• Public-Private Partnership (GCC, NCC)
8
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Introduction
Overview – Key policy challenges/decisions
5Do I have required capacity/capability to plan and operate services
• Manpower Strength
• Manpower Skill
6How do I plan to ensure financial sustainability of business
• Fare fixation, revision, non-fare box revenue
• Support required from government (operational subsidy, capital investment, etc.)
7How to deal with external challenges
• Land required for supporting infrastructure (depot, terminal, bus stop)
• Securing permit/license & other approvals from relevant government agencies
To deal with the above challenges, you must understand the market which comprises of the following:
CITIZENSINTERNAL BUSINESS
ENVIRONMENT
EXTERNAL BUSINESS
ENVIRONMENT
9
Introduction
Overview – Objectives, Advocacy and Formulation
Policy Advocacy aims to communicate the policies set by the organization to achieve its objectives.
Policy Objectives
Citizens Business Environment
Citizens may be supportive or
non-supportive of the policy set
by the authority. The objective
here is to address the needs of
the citizens.
The environment may restrict the
policy objectives. The objective is
to identify the basic constraints of
the environment in order to set
the correct policy objectives.
Consider your bus mobility as a product (service) and the citizens as your
customer. In order to set the best policy objectives for bus transport, you
need to consider the following:
Policy Formulation
After the advocacy of citizens and environment, the objectives may need
to be modified. After this modification, they need to be formulated within
your organization / city.
Advocacy
Product
Product (service) is
the bus mobility with
features like size,
frequency, schedule, etc.
Market
Comprises of citizens
which are categorized into users (commuters
& potential commuters) and non-
users
Delivery
Operations of Bus
Services
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
10
Introduction
Overview – Case study of Hubli Dharwad Bus Rapid Transit System (HDBRTS)
HDBRTS, India: Hubli Dharwad BRTS decided to provide BRT system in the city
• https://rainbowbrtpune.files.wordpress.com/2015/07/learnings-from-pune-pilot-brt-project_may-2015-1.pdf
Policy Objectives
Citizens Business Environment
HDBRTS conducted various
interviews with commuters,
drivers, and other stakeholders to
identify needs and make people
aware of new BRTS system. Their
feedback was considered while
BRT design
HDBRTS analyzed the external
and internal business environment
factors responsible for the BRT
system
The objective of HDBRTS was to provide a BRT system for easy and fast
transportation for citizens.
Policy Formulation
When the BRT system was launched, high ridership was observed since
the citizens were already aware of the BRT project and were eager to
travel through the new BRT system, as it was designed to meet the
citizens’ requirements
Advocacy Hubli Dharwad advocated the citizens
and conducted interviews to
understand the requirements of the
citizens. HDBRTS was able to communicate the policies set by the
organization to relevant stakeholders
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
11
Introduction
Overview – Case study of Shuttl
Shuttl, India: Decided to provide luxury bus service based on income and occupation of commuters
Shuttl bus services advocated the citizens and the environment
before formulating the bus services. This exercise of policy
advocacy ensured its gradual success
Furthermore, Shuttlutilizes the feedback of commuters in their bus transport services
regularly to ensure the requirements of
the citizens are updated and met.
For further reading, kindly refer to the following material
• Shuttl Website - https://ride.shuttl.com/
Policy Objectives
Citizens Business Environment
Shuttl targeting office commuters
and analyzed their needs. The
commuters needed comfortable
and reliable services with AC
privileges.
Shuttl studied the travel route of
the targeted office commuters.
The routes were planned as per
the origin distribution of the office
commuters.
The objective of Shuttl was to provide a premium bus service to office
goers. These premium buses would have AC services, comfortable seats
and online booking through mobile app
Policy Formulation
The mobile app was developed which allowed the office goers to book the
bus in advance. A guaranteed seat was promised to the riders. Shuttl now
offers 45,000 rides a day with 700 buses and 150 routes in seven cities
across the country
Advocacy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
12
Introduction
Why advocate? What to advocate? Whom to advocate to?
The advocacy helps to secure the customer’s acceptance. It also assists in
securing endorsement from Regulatory and Sanctioning Authority.
Whom to advocate to?What to advocate?
• An idea, which is beneficial for bus transport commuters, is to be advocated.
• This idea may be introduction of BRT or new bus transport system, route planning, etc.
• A new system of service/systemic innovation needs to be advocated
• The idea is displayed in front of potential stakeholders such as city politicians, corporations, investors, commuters, non-commuters, etc.
• This would help incorporating the ideas of the potential stakeholders and modify the policy as per the requirements.
• Another benefit of this activity is that citizens would be aware of the ongoing and future development in bus transport.
Before knowing how to advocate, the authority must know ‘what’ and ‘whom’ to advocate.
Why advocate?
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
13
Introduction
How to advocate?
You must advocate two set of stakeholders:
1. Targeted (Private) – To Regulatory and Sanctioning Authority
2. All (Public) – To Citizens
• They include residents/non-residents such as current commuters, potential
commuters and non-commuters.
• The 4P model of Policy Advocacy should be followed to advocate to the citizens
• The purpose of Advocacy to citizens is to secure their acceptance.
All (Public): To Citizens
• They include politicians, top management of government / authority and other senior
officials.
• The Senior Managers should work on soft skills and bus context skills to advocate to
the Regulatory and Sanctioning Authority
• The purpose of Advocacy to Regulatory and Sanctioning Authority is to secure their
endorsement and request for support including funding.
Target (Private): To Regulatory and Sanctioning Authority
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
14
Introduction
Potential Means to Advocate – Targeted (Private)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Private Advocacy: Below are the tools/channels for advocacy which should be used
for advocating to Regulatory and Sanctioning Authority.
You must have a
smooth
communication to ensure everyone’s
acceptance on the
decisions you make.
Details are provided in Chapter 5 of this module.
In-person
advocacy
through private
meetings.
(Recommended)
Circulation of
Approach
Note that
explains and
justifies your
objective.
Organization
of workshop
in order to
discuss on an
open forum
Remember that
Public Transport is a
multi-year commitment.
15
Introduction
Potential Means to Advocate – All (Public)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
Public Advocacy: Below are the tools/channels for advocacy which should be used
for advocating to citizens
The news
media, web
sites, and
direct
outreach.
Social Media
Platforms
such as
Facebook,
Twitter,
Instagram,
etc..
Information
kiosks which
share
information
brochures,
etc..
Videos
(showing a
realistic view
of the service)
Visual images,
specially the
impact from
before and
after images.
Details are provided in Chapter 8 of this module.
16
Introduction
Advocating – What, Whom, How?
What to Advocate? Whom to
advocate to?
How to advocate?
• Funding support
• Introduction of new
facilities (card
payment, level
boarding)
• Introduction of new
route
• Procurement of fleet
• Introduction of new bus
service (premium,
other)
• Fare fixation
• Introduction/Expansion
of new Infrastructure
(Land, Depot, Terminal,
Bus Stop, etc.)
• Making favorable Policy
and Regulatory
Changes
Politician • How investment (quality of services, additional
infrastructure, acquisition of new fleets) in public
transport system is in public interest
• How increase in fare may improve attractiveness of
public towards public transport
• How improvement quality of services of services
attract more patronage
• How introduction of new routes/services can help
in generating employment and more patronage
Bureaucrat • How investment in public transport system is
beneficial for overall improvement in mobility and
economic development of the city
• How fare increase can help agency in sustaining the
bus operations
• How introduction of new routes/services can
improve mobility in the city and enhance ridership
• How improvement in public transport can help city
in reducing congestion and pollution
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
17
Introduction
Advocating – What, Whom, How?
What to Advocate? Whom to
advocate to?
How to advocate?
• Introduction of new
bus service (premium,
other)
• Fare fixation
• New PT system (BRT)
• Procurement of fleet
• Introduction of new
route
• Introduction of new
facilities (card
payment, level
boarding)
• Introduction of new
infrastructure (Depot,
Terminal, Stops)
Current
commuters
• How increase in fare can help agency in maintaining
regular and reliable services
• How new services will save time and accessibility in
mobility of the commuters
Potential
commuters
• How cost of travel can be reduced by using public
transport
• How use of public transport can help city in reducing
congestion and pollution in the city
Non
commuters
• How the public transport system is beneficial for the
public and would not interfere with other modes of
transport in terms of road sharing.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
18
Introduction
How to advocate?
Before advocating to the citizens or the Regulatory and Sanctioning Authority,
the Authority must be clear on their Business Environment and Objectives
Business Environment is of two types:
• External business environment which helps in analyzing the city’s
profile and outside factors that affect bus operations
• Internal business environment which helps in analyzing the internal
organization (bus operation agency)
Objectives are set by the Authority based on their assessment of External
and Internal Business Environment. These objectives are of two types:
• Citizen Centric Objectives that are aimed as per the demand of
current and potential commuters
• Essential Objectives are the ones that must be considered
irrespective of the different factors
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
19
Introduction
Points to Ponder
• Till now we saw the answers to the basic questions such as why advocacy, what
to advocate, whom to advocate to.
• The Senior Managers needs to advocate two categories of audience:
• Citizens
• Regulatory and Sanctioning Authority
• Along with that, we saw the overview on ‘How’ to advocate as per the category
of audience.
• Furthermore, before going into details of how to advocate, the authority needs
to understand the business environment and objectives.2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocate - Why / What / Whom ?B
How to advocate?C
8. Marketing and Branding
20
Business Environment
Overview - Video
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
Victoria – New Public Transport System
21
Business Environment
Overview
The external business environment provides the constraints within which the authority needs to operate
their bus transport system. Example: small bus has to be used in a hilly city because of city’s geography.
The internal business environment provides an analysis of the authority and is useful for making decisions
for bus transport system. Example: Outsourcing of bus operations due to limited availability of skilled
manpower.
Existing transport system
Geographic factors
Demographic factors
Policy & regulatory framework
1
3 4
2
Existing infrastructure
Financial capacity
Manpower strength and
skills
1
2
3
External Business Environment Internal Business Environment
These factors will help in identifying the features of the Product (Mobility)
such as it’s size, route, frequency, etc.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
22
Business Environment
External Business Environment
The geographical factors determine the spatial constraints for network planning such as route length,
influencing the design of bus transport system. They consists of the following factors:
➢ Size and shape of the city determines the compactness and structure of the city
➢ Length of road network determines the total road length in the city
➢ Type of roads shall be ascertained based on the assessment of motorized and non-motorized
lanes, length of arterial or feeder roads available in the city, etc.
➢ Terrain of the city would be very demanding if the terrain is hilly, plain, etc.
➢ Land available in the city for introduction / expansion of depot, terminal, bus stop, etc.
These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc.
Geographical Demographic Policies Existing system
The demographic profile of the city defines the commuter of bus transport services whose composition
influences the design of service/ operating plan through factors such as location of demand centers,
occupational distribution, age structure, etc.
➢ Spatial distribution of population determines the possible demand centers in the city.
➢ Occupational distribution of passengers determines amnesties and other featured required in
the bus transport system. Example: premium services for office-goers
➢ Income distribution determines the possible type of service for different income groups.
➢ Age distribution would help in planning routes, type of services and infrastructure. It also
provides possible requirements of travel of specific age group. Example: Children, elderly, etc.
These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc.
Geographical Demographic Policies Existing system
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
23
Business Environment
External Business Environment
The regulatory environment in a city / state impacts the development of a bus transport system. Apart
from laws, acts and policies, imposition of different restrictions imposed can also impact bus operations in
the city. Example: In Delhi, the Supreme Court intervened removing diesel buses from circulation and
mandating CNG buses. Separately, the restriction on stage carriage permit impacts the delivery services in
states such as Karnataka, Andhra Pradesh (limited outsourcing)
These would be responsible in choosing the features of your product (mobility) such as size, emission type,
etc.
Geographical Demographic Policies Existing system
Existing transport system in a city determines various policy decision such as integration / competition with
other modes, last mile connectivity concerns, decision on fare structure, etc. Furthermore, the areas not
connected by the existing system determines the gaps in transport services. If there is a demand found in
these gaps, it may be viable to provide transportation services in those areas.
These would be responsible in choosing the features of your product (mobility) such as size, frequency, etc.
Geographical Demographic Policies Existing system
Case study - Nottingham Workplace Parking Levy (WPL): Achieving increased usage of public
transport by imposing a parking levy. Congestion fell on the major roads in the morning rush hour when
the levy was introduced and recorded the highest public transport usage in UK.
Case study - Kochi: Integration of transport modes through co-operatives by formation of Unified
Metropolitan Transport Authority (UMTA). Furthermore, Kochi Metropolitan Transport Co-operative (KMTC)
was launched for bus operators. Through these measures, the city of Kochi was able to achieve integrated
shared mobility system
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
24
Business Environment
External Business Environment - Video
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
Sihlcity – Transport solutions for a shopping mall
25
Business Environment
Internal Business Environment
Assessing the existing infrastructure determines the current state of bus operations and necessary
improvements required in the existing infrastructure, etc.
Buses
Determines the asset life and helps in the decision
of fleet acquisition.
Bus Depots
Determines maximum capacity of fleet which can be sustained in the city.
Bus Shelters
Provides information on required maintenance /
monitoring system.
Bus Terminals
Determines the frequency and waiting time of
buses.
Existing Infrastructure Financial Capacity Skilled Manpower
Mira Bhayandar: There was a problem due to inadequate space for parking and maintenance of buses.
Due to this unavailability of Bus Depot, 10% of bus schedules were cancelled every month. Here, the
authority did not consider the second P (Place) and procurement of buses preceded the decision of
construction of infrastructure (depot)
This analysis allows the decision makers to understand the extent to which costs of public transport needs
to be recovered from users and non users.
Financial constraint can be calculated through various Key Performance Indicators (KPIs) such as Operating
cost per passenger-km, Fare box ratio, revenue per passenger, etc.
These parameters are provided in detail in the training material “Monitoring and Evaluation”
Existing Infrastructure Financial Capacity Skilled Manpower
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
26
Business Environment
Internal Business Environment
Existing Infrastructure Financial Capacity Skilled Manpower
BEST Undertaking stopped the recruitment of employees for several years. When the recruitment began,
the new recruits were unskilled, and on the same hand, the existing skilled manpower was about to retire.
This created an age gap in employees. The HR Policy was not formulated well.
Authorities can assess the skilled manpower in the organization to deliver bus transport services and
facilitate decision making for outsourcing, training, and required recruitment for staff.
Recruit / Train
This option should be explored by the authority when a long term task isto be undertaken. The authority may recruit the additional skilledmanpower or train the existing manpower to increase their proficiency ina particular task.
Outsource
This option should be explored by the authority when a difficult shortterm task is to be performed or it is beneficial to leverage the skills ofindependent player. This option may also be explored if the objective ofthe authority would be to run on outsourcing model.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
27
Business Environment
Points to ponder
• Till now we saw that the Business environment consists of external and internal
business environment
• External business environment: They are required to assess the profile of the
city, alternate transport system in the city, policy and regulations, etc.
• Internal business environment: They are required to assess the internal
organization parameters such as skilled manpower, financial capability, etc.2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
1. Introduction
3. Understanding Objectives
OverviewA
External Business EnvironmentB
Internal Business EnvironmentC
6. Managing Change
7. Business Continuity Planning
8. Marketing and Branding
28
Understanding Objectives
Citizen centric objectives
The ultimate objective of bus transport organizations is to offer conducive bus transport system which is
citizen centric i.e. satisfying the expectation of the citizens. At the same time, the overall objective of the
Authority include:
• Optimal modal share of public transport• Decreasing the congestion in the city
Citizen Centric
Objectives
Environmental Objectives
Social Objectives
Adequacy
Regularity and
ReliabilityComfort and Convenience
Affordability
Accessibility
7
6
54
3
2
1 The objectives of the authority
should be set in advance. After
setting this objective, the
authority must advocate the
objectives and make necessary
amendments after discussions
with relevant stakeholders.
The objectives should be specific.
For example, merely stating that
the objective is to increase
ridership in public transport is not
good enough because it is vague.
The objective must be formulated
in precise and quantified terms,
for instance - increasing the
modal share of public transport to
50% of all motorized trips in the
next 10 months.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
29
Understanding Objectives
Citizen centric objectives - Video
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
Ahmedabad – Bus Rapid Transit System
30
Understanding Objectives
Citizen centric objectives
For further reading, kindly refer to the following material
• https://www.centreforcities.org/reader/delivering-change-putting-city-centres-heart-local-economy/city-centre-case-studies/8-
manchester-metroshuttle/
• http://www.eltis.org/discover/case-studies/introducing-free-public-transport-tallinn-Estonia
Case study - Manchester UK: Increasing accessibility to businesses and shops in the city center byintroducing zero-fare buses and linking with railway stations, tram shops, shopping areas, etc. in 2012.In 2013, there were 2.8 million passengers on Metroshuttle, an increase of 32% since 2006.
Accessibility
This includes optimizing the distance between commuters’ origin and destination of a trip to abus stop. This may require modifications in network planning.1
Affordability
This includes optimizing the cost of travelling through bus transport. This may requireimplementation of a robust fare fixation mechanism while ensuring financial sustainability ofaffordable bus operations.
2
Case Study - Tallinn, Estonia: Introducing free public transport inTallinn (Estonia) for affordability for its registered citizens with an aimto increase the usage of public transport. The resultant impact could beseen in the increased number of people using public transport and thereduction in number of cars. However, walking was also reduced sincepeople used public transport even for shorter distances.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
31
Understanding Objectives
Citizen centric objectives
For further reading, kindly refer to the following material
• Model Contract Guidelines for City Bus Transport – MoHUA
• Shuttl Website - https://ride.shuttl.com/
Comfort and Convenience
This indicates the installation of additional features, such as, luxury seats, air conditioning, Wi-Fi services, etc., in a bus to make bus travel comfortable and convenient for passengers.3
Case Study - Shuttl, India: Decided to provide premium luxury bus service based on income and
occupation of commuters. The features included online booking through a mobile app and guaranteeing
a comfortable seat in the AC bus. Safety features such as face-recognition and live CCTV feed were also
included. Currently, Shuttl offers 45,000 rides a day with over 700 buses and 150 routes in seven cities
across the country
Reliability and regularity
This includes optimizing planning and implementation of frequency of bus services. This mayrequire formation of a smart monitoring system and PIS, apart from enhancement of fleet andcrew.
4
Adequacy
This indicates the potential of bus transport organizations to cater to the demand of entire city.This may require optimum deployment of fleet and crew size including enhancement of thesame.
5
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
32
Understanding Objectives
Citizen centric objectives
Social Objectives
This includes ensuring usability of bus services by different social groups including children,women, elderly, differently-abled commuters, etc. Level boarding for differently abledcommuters, special seats for women, discounted prices for children are some examplescatering to the demand of social groups.
6
Case Study – Catering to social objectives in Ahmedabad by introducing level boarding in buses for easy boarding for differently abled people, children and elderly. Safety was considered while introducing the level boarding.
Case Study – Catering to social objectives in Bengaluru by launching “The Smart Card program” with reduced fares applicable for students. Additional concession is provided to socially disadvantaged group (SC/ST, Girls). 3.5 lakh students benefit from the program in 2018-19.
For further reading, kindly refer to the following material
• http://mybmtc.karnataka.gov.in/storage/pdf-files/Brief%20note.pdf
Case Study – In Delhi, seats are reserved for women and physically disabled people in both buses and metro to meet the social objective.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
33
Understanding Objectives
Citizen centric objectives
Environmental Objectives
Emission Reduction: Reduction of emissions from buses may require appropriate selection of
fleet technology and fuel, and frequency of maintenance.
Noise Reduction: Noise reduction in terms of engine noise, working of silencer, etc. may
require updating technology and appropriate maintenance.
7
These objectives are usually specified under laws for emissions from each vehicle. However, the total pollution load in a city may be reduced by encouraging bus transport.
Delhi Transport Corporation: Maintenance of buses to achieve fuelefficiency by the contractor in terms of kilometers operated per kg of CNG fuelconsumed (KMPKG) against specified norms in the contract. The result wouldbe reduced emission and fuel consumption from bus transport systems
Transport for London (TfL): Low Emission Bus Zones to improveair quality. Since the launch of these zones, TfL has completedconversion of buses in 7 of the 12 low emission bus zone. The airquality in these zones also improved.
Shenzhen: Switching to an electric mobility system in the city (first city to electrify public buses) byengaging heavily in urban infrastructure and incorporating 500+ charging station and 5100 bus chargingpoints. This initiative helped in achieving 40% less GHG emission per e-bus than diesel vehicle.Furthermore, noise and heat reduction is also observed in the city.
• https://www.ellenmacarthurfoundation.org/assets/downloads/Shenzhen_-Case-Study_Mar19.pdf
• https://shaktifoundation.in/wp-content/uploads/2017/06/Improving-bus-Fuel-Efficiency-through-fleet-inspection-and-maintenance-
practices.pdf
• https://tfl.gov.uk/modes/buses/improving-buses
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
34
Understanding Objectives
Citizen centric objectives - Video
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
Chilean capital adapts electric buses for public transportation
35
Understanding Objectives
Essential Objectives
Bus services are a means to improve the well-being of people by facilitating access to economic and socialbenefits. Thus, its design is aimed at meeting the needs of consumers in a way that is equitable, affordable,and responsive to all groups.
Enhancing access to facilities
Services should ensure that public facilities such as hospitals, markets, schools are accessible.
Investments in bus services should focus on enabling mobility of people for different purposes and needs.
Improving physical inclusion
Services should ensure that physical access to services is available to users with physical and psychological difficulties
Augmenting time-based inclusion
Services should ensure that transport provision is not limited during certain times of day
Improving economic inclusion
Services should ensure that monetary constraints do not affect its use.
Improving space inclusion
Services should ensure that access to transport facilities is not difficult due to their geographical location.
Reducing fear-based exclusion
Services should ensure that security of users is paramount especially women and children (e.g. protection from sexual harassment).
Key Considerations
for social equity
Social Equity Safety and Security
While deciding the objective of the authority, some essential elements of objectives should always be
considered. These include ”Social Equity” and “Safety & Security”.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
36
Understanding Objectives
Essential Objectives
Ho Chi Minh City, Vietnam: Gender design features in the bus transport system of Ho Chi Minh City
Action
• A program has been designed to promote safe and secure mobility of women, provide women with better income-earning and employment opportunities, and allow women to better manage their domestic and child-caring responsibilities.
Impact
• The system has been designed considering gender design features such as
• Targets of 20% construction jobs and 30% station jobs for women,
• Dedicated waiting spaces for women on platforms,
• Shop spaces for female-owned businesses,
• Women-only carriages with additional child seating and storage space for baby carriages/shopping,
• Secure street lighting around stations,
• Easy access drop-off and pick-up points,
• Ticketing systems and train schedules to suit multiple trips and intermodal transport usage,
• Marketing to women as metro users, gender capacity development for project staff, and
• Special attention to households headed by females in livelihood support after resettlement.
• Catering to all the social groups is expected to increase ridership resulting in higher profit for the organization.
Note that in this case study, the “What’s in it for us” argument is focused upon.
For further reading, kindly refer to the following material
• Gender Toolkit: Transport “Maximizing the Benefits of Improved Mobility for All”, ADB, 2013
Social Equity Safety and Security
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
37
Understanding Objectives
Essential Objectives
It is essential for bus transport services to cater to the safety of commuters as well as road users. If the passenger feels safe and secured, it is more likely to induce a positive perspective towards bus transport.
Perception of how safe and secure one feels in bus
transport is an important factor for commuters.
Prevention
from
accidents
Protection
from crime
and harassmentSafety Security
Safety and Security
Key Considerations
1
2
3
Processes
Human Elements
Infrastructure Elements
• Hazard identification and resolution • Incident reporting and investigation
• Emergency response planning and coordination
• Driver selection and training• Drug and alcohol testing• Fitness of staff for duty
• Vehicle maintenance• Facilities’ inspections• Safety mechanisms such as station
staffing and security personnel• Lighting facilities at bus stops for
safety of female passengers
For further reading, kindly refer to the following material
• Model Contract Guidelines for City Bus Transport – MoHUA
• Gender Toolkit: Transport “Maximizing the Benefits of Improved Mobility for All”, ADB, 2013
The root cause analysis of
incident should be independent
of the severity of the incident. Example: Even a small fire in a bus should be
analyzed to the root cause of
ignition.
Social Equity Safety and Security
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
38
Understanding Objectives
Essential Objectives
Bangalore, India: Designing an On-street Interchange at Hosur Road, Bangalore
Context
• In 2013, BMTC rationalized bus routes on Hosur Road as part of the Bangalore Integrated Grid (BIG) Bus Network. This resulted in direction-based services comprised of several trunk and suburban feeder routes.
Task
• The intersection points of trunk and feeder routes required infrastructure to allow safe and timely transfers for commuters.
Action
• With prime focus on passenger comfort, critical interchanges were planned at major nodes of the route network.
Impact
• The optimal location for the interchange was the median, as it satisfied these factors:
• Safe movement of passengers between trunk and feeder platforms
• Safe dispersal of pedestrians once they alight a bus
• Convenient distance from both sides of the highway, facilitating safe pedestrian movement
• Most direct route used for pedestrian access to interchange
• Segregated lanes for feeder buses entering the interchange
• Smooth flow of vehicular traffic
• Single stop for trunk routes allowed efficient operation of buses and use of space
• High level of service for connecting passengers by reducing waiting times
Social Equity Safety and Security
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
39
Understanding Objectives
Points to Ponder
• There are two types of objectives.
• Citizen centric objectives should be chosen by the authority as the
requirement from the citizens. They are as follows
• Accessibility
• Affordability
• Comfort and convenience
• Regularity and Reliability
• Adequacy
• Social objectives
• Environmental objectives
• Essential elements should always be catered to as they relate to all of the
citizens. They include
• Social Equity
• Safety and Security
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Citizen Centric ObjectivesA
Essential ObjectivesB
8. Marketing and Branding
40
Advocating to Citizens
Understanding users and non-users
The citizens of the city comprises of users and non-users of bus transport. The users of a bus transport
system could be categorizes into current users (ridership) and the potential users (future users).
Users
Non-users
Current
Commuters
Potential
Commuters
CITIZENS
Non-
Commuters
The existing users are commuting in the bus transport
system as they find bus transport services better as
compared to the alternate transportation system
services in the same price.
It is essential to retain the current commuters.
The potential users are the citizens who wish to use
bus transport services, but have a certain demand
criteria before availing such services. This demand
may be related to AC bus services, accessibility,
affordability, online booking, etc. Apart from them, the
tourists are also included in potential commuters.
It is essential to satisfy their demand in order to
convert them into bus transport users.
They are the citizens of the city who are neither the
current users nor the potential users of the bus
transport system. However, they need to be advocated
as their lives may get affected by the bus transport
system.
Example: Slum area rehabilitation, Political leaders,
Investors, car drivers, etc.
Retain them
Attract them
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
41
Advocating to Citizens
Understanding users and non-users: Mumbai Metro (Case study)
Mumbai Metro: The new line being constructed in Mumbai in 2019
Context: Mumbai metro consists of a west and central line which carries around 7-8 million passengers perday. These liners are connected by a Line-1 metro from Andheri to Ghatkopar.
Action: A new central metro line is being constructed underground. It is expected to relieve the existingsub-urban lines of it’s congestion.
Current
Commuters
Potential
Commuters
Non-
Commuters
Currently there are 0.5 million passengers are travelling in line 1 of Mumbai
Metro.
The commuters using the western and central lines are expected to shift to
Line-3 metro, which is currently being constructed in Mumbai from Colaba to
SEEPZ.
• Land acquisition for constructing underground metro station has forced the
current land owners to rehabilitate. These current land owners need to be
advocated before initializing metro construction.
• The new underground station would be constructed on the side of the road.
As a result, some road space would be occupied by the newly constructed
underground entrances. Therefore, the current road users needs to be
advocated before initializing metro construction.
• The metro depot would be constructed inside the aarey forest. This would
result in felling of approximately 3000 trees. Therefore, the authority needs
to advocate the environmentalists and consider re-forestation.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
42
Advocating to Citizens
Overview – 4P Model for Policy Advocacy
For further reading, kindly refer to the following material
• Margarita Išoraitė, “MARKETING MIX THEORETICAL ASPECTS” International Journal of Research – Granthaalayah, Vol. 4, No. 6
(2016): 25-37
The next step after what to advocate and to whom it should advocate to, is the how to advocate. The
process of policy advocacy is depicted below. This 4P model of Policy Advocacy assists in advocating the
citizens. It consists of the following:
Price PromotionPlace
Price must be same or less than what a commuter would otherwise have to
pay for an alternative mode for an equivalent service
for travelling
Promotion may be done through
advertising, public relations, direct
marketing, exhibits, posters, free gifts,
etc.
The product (service, mobility) should be placed at the right place at the right
time. The product / service should reach
the citizens.
Product
The product (service) should have a name,
features, design, benefits, size, brand image, guarantees,
etc.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
43
• Selling an idea is similar to selling a product or a service. In this scenario, the product is
“mobility” which is provided to public from origin to destination.
• Here, the features of the product (bus mobility) are fleet size, frequency and schedule as
its parameters.
• If the product (mobility, service)has to be successfully launched, it should be compatible
with the market.
• Either market is developed for a product (mobility); or Product (mobility) is developed for
the Market. If neither, the organization must diversify in to other business.
Examples of product includes:
Comfortable
bus services
New BRT
system
New Bus
Depot
New Fare
Structure
Updated ITS
system
Advocating to Citizens
First P - Product
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
44
• Place for advocacy for bus policies has to be where target users will be able to see it.
• The place is the market, which needs to be analyzed properly.
Citizens Environment
The authority should figure out the potential
market and club them into the citizens and
competition. Example: Potential commuters
maybe school going children & non-commuters
maybe corporate employees for affordable service.
Apart from the citizens, the authority needs to analyze the
business environment they operate in. This would help them
identify the potential constraints of running buses in the city.
Example: while procuring buses in a hilly area, shorter buses
are procured; In Delhi, only CNG buses are procured, etc.
Market
Increase your commuters
Decrease your non-commuters
Advocating to Citizens
Second P - Place
Example: Consider the product to be buses in metropolitan cities
Possible change in market: The schools & college students specifically targeted with affordable prices
Possible change in product: AC buses for targeting upper-middle class citizens
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
45
For further reading, kindly refer to the following material
• Model Contract - MoHUA
Advocating to Citizens
Third P - Price
Fare
Sustaining the operations
through fare revenue (cost
recovery).
Sustainable Operations
Price / Fare is determined by various factors. These factors are listed below:
• Fare fixation is a very crucial topic in bus transport and the customers are extremely
sensitive to any change in fares.
• Fares are majorly dependent on service quality. If fare is increased without change in
service level, then it may impact ridership, however increase in fare with increase in
service quality then it may be accepted by the customers
Upgrading level of service by
upgradation of supporting
infrastructure.
Continual Upgradation
Level of service for which
fare is being charged.
Service
Add on services offered to
charge an incremental fare.
Quality
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
46
Advocating to Citizens
Third P - Price
DMRC increased the fares by clubbing the fare
slabs. A drop in ridership was observed. This drop
in ridership occurred because the customers
travelling for small distances chose an alternate
mode of transport.
Fare increase, Service Quality constant
Below are the case studies across each fare parameter:
BMTC reduced fares by approx. 5% to 37%. By
decreasing the fare, there was an increase in
commuters travelling short distances.
Fare decrease, Service Quality constant
Tejas operated on Delhi-Lucknow train services and
reduced travel time from 6.40 to 6.15 hours. The
ticket price was increased from 970 to 1280 for
chair and upgraded service to AC, including luggage
pickup-drop, ticket refund, reduced cancellation
charge, etc. Following these changes, a high
ridership was observed.
Fare and Service Quality increase
PCMC corridor 3 contained white collar passenger
and required premium quality services. The
authority provided AC buses and saw an increase in
revenue and ridership
Fare and service Quality increase
For further reading, kindly refer to the following material
• http://www.urbanmobilityindia.in/Upload/Conference/2953e025-357f-4cdc-bc6a-805c0c80e524.pdf
• http://www.delhimetrorail.com/press_reldetails.aspx?id=jkOjxn1IG6Ylld
• https://www.businesstoday.in/current/economy-politics/delhi-metro-daily-ridership-sees-a-drop-amid-hike-in-ticket-
prices/story/330857.html
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
47
For further reading, kindly refer to the following material
• http://www.urbanmobilityindia.in/Upload/Conference/2953e025-357f-4cdc-bc6a-805c0c80e524.pdf
• Price must be same or less than what a commuter would otherwise have to pay for an
alternative mode for an equivalent service for travelling.
• At the same time, the product should not be underpriced. If you are providing better
services and commuters are willing to pay more, then you should consider charging more.
(Example: premium service on a particular route with comfortable AC bus services)
Advocating to Citizens
Third P - Price
• The price of the product needs to be decided before the launch of the product.
• The commuters are sensitive to fare fluctuation. An increase in the fare may cause the
ridership to drop and vice-versa. This is because customers have access to multiple modes
of transport between their origin and destination.
• Moreover, the expectations of the commuters have to be taken into consideration before
fixing the price of the service in order to identify the probable parameters affecting the
choice of mode of travel.
• Furthermore, the price should be increased every year based on inflation rate. If we don’t
do it, then we are ultimately reducing the price by keeping it the same. (As the costs go
up every year). Thus, the price has to be rationally restructured after consideration of
different factors.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
48
• There has been a drop in avg. daily ridership of buses in Chennai by CAGR of -8.6% over last five years.
While the drop between FY15 and FY 18 has been at CAGR of -5.7% the drop between FY18 and FY20 at
CAGR of -12.8% has been rapid.
• While there has been a decrease in fleet strength during this 5 year period, it has been at CAGR of -0.5%
and that is largely balanced throughout the 5 years period.
• There has been a drastic change in occupancy ratio of the buses and it has reduced at CAGR of -10.2%
over last two years. Further the absolute occupancy ratio has reduced from 76-77% in FY15 to 58% in
FY20 (over these 5 years).
Hence, while the ridership has been on a declining trend, the decline has been rapid after FY18
when the fare increase happened.
MTC Chennai Case study: Impact of fare increase on Ridership and Occupancy Ratio (OR)
Advocating to Citizens
Third P - Price
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
49
• In earlier fare structure (prior to January 2018), the fares increased proportionately (across stages) to
the distance traveled.
• In the new fare structure, the fare increase from stage 1 to stage 10-11z increases at a steep rate (from
33% to 75% for MTC and from 33% to 63% for other town services) and thereafter the rate of increase
tapers (akin to Telescopic Fare Structure).
• Further, the hike in maximum fare is considerably higher than that in minimum fare (For MTC: Rs. 14 to
Rs. 22 as compared to Rs. 3 to Rs 4 and Other Town Services: Rs. 12 to Rs. 18 as compared to Rs. 3 to
Rs 4); which implies that long distance commuters would feel more burden on their pockets.
• Ultimately, with steep fares for initial stages, and bigger hike for subsequent stages, the net impact on all
commuters would be similar. This may be established with temporal analysis of travel characteristics of
STU riders pre and post fare hike.
MTC Chennai Case study: Impact Assessment of Fare Increase
Advocating to Citizens
Third P - Price
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
50
For further reading, kindly refer to the following material
• Model Contract - MoHUA
Advocating to Citizens
Third P - Price
Fare
• Revision of fare based on
the updated costs,
expected ridership trend,
cost recovery, etc.
• This revision of fare
should be automatic and
done every year.
• Mechanism to revise
automatically with
change in input cost.
• Mechanisms to
request for subsidy if
fare to be maintained
at same level
Revision Mechanism Institutionalization
• Conclusion – Set the fare by calculating the fare fixation through Authority’s perspective
and the Customer’s willingness to pay.
The senior manager must understand that operating buses in a city is
similar to operating a business. And in a business, it is essential to recover
the cost in order to achieve sustainability in the long-run.
In order to maintain same level of service, some minimum fare increase is
required in order to recover the increased costs
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
51
For further reading, kindly refer to the following material
• http://www.wrirosscities.org/sites/default/files/BusKaro-Dec11.pdf
• The promotion of the product must be done before the release for the people to set their
expectations beforehand.
• The promotion of product / services may be done through advertisements, direct
marketing, public relations, social media, videos, etc.
• The promotion should be supported by a brand, which the citizens can associate with.
Example: Black buck chosen as mascot depicts quickness and regional availability. If
unavailable, the brand itself should be improved.
Marketing and Branding is elaborated in Chapter 8 of this module.
Marketing Indore BRTS
Context: Indore was constructing a BRTS system for intracity buses
Action: Before introducing the BRTS system, it waspromoted by engaging the press in the form of social mediaand direct marketing. Free trials were conducted for thecustomers to experience the BRTS system.
Impact: When the ticketing system was introduced after thefree trials, the ridership was observed to be higher thanexpected
Advocating to Citizens
Fourth P - Promotion
Study the public
and market
Study the public
and market
Gather customers
Create a strategy
to promote
transport system
Draw customers
Improve services
to reflect
customers’ needs
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
52
For further reading, kindly refer to the following material
• https://rainbowbrtpune.files.wordpress.com/2015/07/learnings-from-pune-pilot-brt-project_may-2015-1.pdf
Pimpri Chinchwad Case study: Good ridership as a result of early promotion of BRTS system
Learnings: High ridership was observed as people were aware of the ongoing BRTS system and were
eager to use this public transport system.
“I would find myself clarifying doubts of colleagues about BRT even during casual talks. Some mechanism
should be worked out to share the internal knowledge of the staff who have worked on BRT to demystify
personal misconceptions about BRT within the institutions.” – Mangesh Dighe, Environment Officer PMC
Product Place Price Promotion
PCMC planned
on launching a BRTS system
which was the
product for the city.
The fare
structure
of PCMC
BRTS was
affordable
for
general
public.
PCMC was unable to identify the
commuters on Corridor 3 of the
BRTS system. The demand /
expectation by the citizens
comprised of premium buses with
AC services. However, PCMC was
unsuccessful in providing AC
buses to the citizens. As an
impact, the potential commuters
chose an alternate mode of
transport, causing the ridership
to drop.
After the customers and market was
analyzed properly, focus group discussion
were arranged in March 2015 by
Promotions and Outreach team to capture
the insights in a structured manner.
Discussions were carried out with NGOs,
bus passengers, bus drivers, and other
stakeholders. Detailed and considerable
coverage in newspaper helped in raising
awareness.
Advocating to Citizens
Case study – Pimpri Chinchwad Municipal Corporation (PCMC)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
53
Advocating to Citizens
Points to Ponder
• The authority should clearly understand the characteristics of users and non
users of the city bus transport system since both needs to be advocated
• By treating “bus mobility” as a product, there are four crucial steps which
include:
• Product, which defines it’s various features.
• Place, which suggests placing the product in the market.
• Price, which includes pricing your product correctly.
• Promotion, which includes promoting your product before and after launch.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Understanding Users and Non-UsersA
Overview: 4P Model - Policy AdvocacyB
First P - ProductC
Second P - PlaceD
Third P - PriceE
Fourth P - PromotionF
8. Marketing and Branding
54
Advocating to Regulatory and Sanctioning Authority
Overview
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
External benefits/ End Objective
The Senior Manager must understand the benefits associated with operating buses. They include facilitation
of business activities, access to health care, access to education, pollution reduction, etc.
SUSTAINABLE MOBILITY
ENVIRONMENT FRIENDLY SOLUTION
ACCESS TO JOB, EDUCATION, HOSPITALS,
ETC.
Focus on Management
Focus on Operations
Focus on Customer
Focus on Sustainability
ENHANCED ECONOMIC ACTIVITIES LEADING
TO ECONOMIC GROWTH
8. Marketing and Branding
55
Advocating to Regulatory and Sanctioning Authority
Overview
Regulatory and Sanctioning Authority may include representation of the
politicians, top management of government / authority and other staff
heads
The purpose of Advocacy to the Senior Managers is to secure approvals
and ask for funding support (internal and external such as ESCBS),
permission, etc. for city bus transport systems
The Authority should understand that the expectation of Regulatory and
Sanctioning Authority from city bus transport system. Their expectations
include good public service and financial stability of the organization
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
56
Advocating to Regulatory and Sanctioning Authority
Advocating to Regulatory and Sanctioning Authority
There are two types of skills required by a Senior Manager in order to advocate to the politician. They are communication through soft skills and communication through expertise on bus transport
Once the users and non users are identified and their needs are clear, the Senior Manager of the
Authority should advocate the idea and objective to the Politician and/or Minister.
Soft skills: They include overall communication skills for better persuasion. They include the following:
• Context and Timing – the meeting should be short and to the point.
• Setting expectations – the expectation from the citizens should be analyzed carefully.
• Create urgency – the urgency for the bus transport organization in terms of funds.
• Images/facts matter – facts/graphs/visuals displaying critical information with ease of understanding.
• Build rapport – rapport by previous commitment fulfillment and sincerity towards bus transport.
• Behavioral flexibility – the behaviour should be professional and sincere.
• Communicating clearly – the communication should be clear and honest.
• Confidence and Certainty – the confidence builds up the trust from the politician’s perspective.
Bus context: They include bus context expertise for technical persuasion. They include the following
• Back up your advocacy by bus data (GPS / ETM) through graphs. This data should be honest and data
projection should be realistic.
• Comprehensive plan to deploy funds throughout the organization should be shared briefly. The
deployment of funds would ensure the performance of all sectors within the bus transport organization.
Example: Depot / Bus / Terminal / Stops all should be given equal weightage.
• Planning of “Return on investment” through traffic and non-traffic revenue OR cost optimization. This is
the most important factor and captures the interest of Politician / Minister.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
57
Advocating to Regulatory and Sanctioning Authority
Advocating to Regulatory and Sanctioning Authority (Examples)
Advocating regarding funding for a new depot to be constructed
• The senior manager should review the lands available in the city for prices
• Analyze need and cost beforehand
• The allocation of funds and return on investment or benefits to public must be explained
• Data visualization regarding the funding should be prepared beforehand
Advocating regarding funding for new buses to be procured
• The senior manager should first assess the need for new buses
• The deployment of the newly procured buses should be prepared and advocated
• Data visualization regarding traffic revenue collected by new buses and better services for
the citizens should be assessed beforehand
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
58
Advocating to Regulatory and Sanctioning Authority
Points to Ponder
• Regulatory and Sanctioning Authority includes representation from the
politicians, top management of government / authority and other staff heads
• They expect the city bus transport system to provide good public services and
should be financially stable.
• The authority needs to develop soft skills and expert knowledge in the bus
sector which helps in professional conversation with the Regulatory and
Sanctioning Authority.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
OverviewA
Advocating to Regulatory and
Sanctioning AuthorityB
Case StudyC
8. Marketing and Branding
59
Managing Change
Managing change based on objectives set
After finalizing the objective, there may be a need to manage change so as to align the organization to achieve the set objectives. This shall enable optimum utilization of available resources to fulfil the finalized objective.
Manpower strength and skills
Based on the objective, manpower /skills may need to be improved.Further, training in certain specializedskills might be required.
Existing infrastructure
Based on the objective, existinginfrastructure may need to beequipped with advanced technology ornew infrastructure may be required.
Process and procedures
Based on the objective and the typeof organization, business continuityplanning may differ.
Financial capacity
Based on the objective, financialcapacity may need to be enhanced byutilizing funds from the government orsigning up for schemes, etc.
1
3 4
2
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Based on Objectives SetA
Based on Customer FeedbackB
8. Marketing and Branding
60
Managing Change
Managing change based on customer feedback
Customer needs and customer satisfaction can be considered as the center of every successful business.
• Customer feedback should be handed over to a separate teamwithin the grievance redressal system
• The purpose of the customer feedback is to cater to the requests ofthe customers
• The authority should understand that the objective is not tominimize the complaints received from customers. The customerwould give a feedback only if he/she is assured the feedback wouldbe evaluated.
• Therefore, a proper communication channel between the customersand the grievance redressal team is essential
For further reading, kindly refer to the following material
• http://eprints.cmfri.org.in/10824/1/Theeranaipunya_Ramees.pdf
Delhi Metro Rail Corporation (DMRC) closes all complaints and records them. This ensures the
commuters that their requests are heard and taken care of.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Based on Objectives SetA
Based on Customer FeedbackB
8. Marketing and Branding
61
Business Continuity Planning
Business Continuity Planning is ensuring that institutional memory is created and plans are prepared so that the most vulnerable parts of a company can recover if a business interruption occurs. The plan also allows for interruption free transition from one operator to another.
Succession Planning refers to preparation for departure of senior leaders. While, overall workforce
planning is applied to macro level, both describe a systematic approach to identify existing and prepare for
future workforce gaps. The key implementation steps include:
✓ Have organizational leaders (such as board of directors) meetings to identify and articulate the strategic
direction for the organization.
✓ Regulatory and Sanctioning Authority (such as MD, CEO etc.) is responsible for undertaking workforce
planning for different activities, including identification of significant manpower gaps in the succession
plan.
✓ Regulatory and Sanctioning Authority may identify and recommend current staff members as potential
successors.
✓ A set of Standard Operating Procedures must be documented to provide necessary information to
the potential successor. These set of instructions may prove useful to the successor while making critical
decisions. This method is useful in case a physical meeting between the current and succeeding
Regulatory and Sanctioning Authority is not feasible. A detailed meeting should be conducted by the
predecessor in order to guide the successor. The predecessor must focus on the importance of projects
initiated earlier.
✓ Monitor and revise the action plan in response to the feedback or changing conditions or goals.
This process is highly useful in organizations where the frequency of change in Regulatory and Sanctioning
Authority is high.
Succession Planning
For further reading, kindly refer to the following material
• Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, 2013, TCRP Report 162
• Guidance for Preparing Standard Operating Procedures (SOPs) - United States Environmental Protection Agency
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
62
Succession Planning – Case study
• Minnesota DOT Succession Planning for Supervisors and Leadership: Process designed to internally andexternally recruit candidates for future leadership vacancies. Identifies a talent pool that can move into
leadership positions without great difficulty.
• Pennsylvania DOT Succession Planning for At-Risk Positions: Identifies high-level positions that maysoon become vacant for various reasons and then identifies an internal pool of candidates to fill thesepositions. Identified candidates may then enter into the succession planning program.
• Office of Personnel Management (USA) (OPM): Developed a workforce planning model that any organizationcan use. It involves a five-step process of setting strategic direction, analyzing skill gaps, developing an action
plan, implementing the plan, and monitoring and revising the plan.
Business Continuity Planning
Succession Planning in Transport Organizations across the globe
For further reading, kindly refer to the following material
• Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, 2013, TCRP Report 162
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
63
Washington, US: Standardizing maintenance procedures through the introduction of Standard Operating Procedures
Context
• In the United States, the Washington Metropolitan Area Transit Authority (WMATA) operates a fleet of about1,500 buses across several counties and has multiple garage facilities that operate and service differentmodels of buses, including CNG, diesel and clean diesel buses.
• Historically, they have found that individual garages develop their own methods to deal with problem repairswhich may not necessarily reflect the best practice.
Action
• WMATA has made a large effort to standardize maintenance procedures across different facilities by havingwritten, detailed, step-by-step procedures that identify the checks, repairs and tools to be used, which arereferred to as Standard Operating Procedures.
Impact
• By having an independent system wide audit team, WMATA has been able to standardize procedures acrossthe entire maintenance system and ensure that procedures are strictly followed.
• The result is that maintenance costs have been reduced while Mean Time Between Failures (MTBF) hasbeen improving for a given technology type.
• Another benefit has been that mechanics moving from one location to another find identical tools,procedures and practices in place.
Standard Operating Procedures – Case Study
Business Continuity Planning
For further reading, kindly refer to the following material
• Best Operational and Maintenance Practices for City Bus Fleets to Maximize Fuel Economy, Box 3 (page 21)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
64
Business Continuity Planning
Transition Planning: From Predecessor to Successor
For further reading, kindly refer to the following material
• Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, 2013, TCRP Report 162
• Guidance for Preparing Standard Operating Procedures (SOPs) - United States Environmental Protection Agency
• Format for SoP - http://pibphoto.nic.in/documents/rlink/2018/dec/p2018121802.pdf
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
It is important to document your plan properly so that your successor
understands his / her purpose and the purpose of the organization.
• Remember that you have a predecessor and he/she has set the goals and milestones
on how the organization should proceed.
• Refer to the predecessor’s document in order to understand your purpose and
interventions where you need to step in to ensure that you achieve the organization’s
goal and targeted milestones.
• Document your plans properly so that your successor understands his/her purpose and
the purpose & goal of the organization.
• Pass on your findings properly so that transition happens smoothly.
65
Points to Ponder
Managing Change + Business Continuity Planning
• Managing change suggests incorporating learnings from the framework of Policy
Advocacy in your internal business environment and practices.
• Furthermore, incorporating feedback from the customers is extremely important
as it keeps your product up to date.
• Business continuity plan ensures smooth functioning of your organization in case
of shuffle of Regulatory and Sanctioning Authority. Furthermore, it ensures that
standard operating procedures are written.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
Succession PlanningA
Transition PlanningB
8. Marketing and Branding
66
In 4P model of Policy Advocacy, we learnt that the final step is to promote your product. This is done through a good marketing strategy and a well recognized brand.
Introduction
Marketing and Branding
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
• The negative stigma of existing bus transport is a
formidable barrier to overcome in selling these services. For this purpose, marketing of public
transport is necessary.
• Marketing and Branding the service would make it stand out from other service competitions. These
strategies are impactful in changing the way people perceive the services.
• It increases awareness among the common people
and updates them on new and upcoming schemes and services.
• The analysis is done based on the profile of the
city and on the target audience.
• The specific analysis of each situation and the designing of activities and messages that are
appropriate for each city’s target audience is important.
• The authority should work with civil societies
and form focus groups.
• Communication between the authorities and civil societies is essential as the authority
learns the society’s opinions in a direct manner.
• The authority should be conscious to raise
awareness among the common people with respect to their attitude & actions (regarding
city transport).
• A marketing strategy identifies appropriate
mediums of communication to disseminate the
message of bus transport services.
Why is Marketing and Branding important?
What does marketing strategy include?
What are the responsibilities of the authority?
Why do marketing strategies differ?
01 02
03 04
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
67
Introduction
Marketing and Branding
Stakeholder identification Stakeholder consultation Stakeholder strategy
Stakeholder Analysis
This is a technique by which an organization aiming to develop marketing & branding strategy identifies groups & organizations which are directly or indirectly related to its services. It consists of:
321
Branding Strategy
Branding the system with an identifiable name,logo, and slogan can make your service standout among other competitions. It has thepotential to generate new customers, getrecognition and increase business value.
Marketing Strategy
4321
Marketing is useful for educating the customerabout the service. It is useful for sustaining thepresence of a service. Marketing even acts as asource of revenue. It may act as a basis fordecision making.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
68
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
Stakeholder identification Stakeholder consultation Stakeholder strategy
Initially, various stakeholder segments that constitute the potential public transport market should beunderstood. Different population groups have different travel needs based on their income, dailyactivities, etc.. Thus different marketing strategies can be tailored to suit each stakeholder group(which collectively represents the population of the city). Some stakeholder groups are provided below.
• The consumer groups mentioned above are indicative. Further, these groups might not be exclusive and
exhaustive.
• The consumer groups to be analyzed for a particular city shall depend on the demographic profile of that
city.
Disabled persons
WomenStudents and
parents
Persons with day-time errands
Business professionals (e.g.,
corporates)
Work-place commuters (e.g.,
unorganized workforce)
Existing car users
Existing public transport users (bus users, metro users,
etc..)
1
2
3
4
5
6
7
8
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
69
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
• For example, women (stakeholder group) may highly value the level of security within a service. This maybe essential to ensure utilization of services by women (specially in the evening). By understanding thisconcern, various security elements of the service (e.g., security personnel, lighting, security cameras) maybe highlighted when presenting the service to this audience during the stakeholder consultation.
• There are two ways to consult stakeholders.
• Surveys enable capturinginformation in a structuredmanner with the help ofquestionnaires.
• The results from surveys can beexamined through usingquantifiable methods andstatistical analysis.
• They have the added value ofrepresenting qualitativeinformation with quantitativeproperties such as graphs,frequency distributions,medians, means, modes,etc..
• Focus groups are a rapid evaluationtechnique in which a moderator leads agroup discussion to share their knowledgeand opinions on a specific topic.
• This is a way to collect a significant amount ofqualitative information quickly and in an in-depth manner.
• A focus group can be composed of 6 to 12participants, and a typical session can lastapproximately two hours.
• The moderator must be social scienceprofessionals and have experience in thesetypes of investigation methods to obtainoptimal results.
Focus Groups
Surveys
Stakeholder identification Stakeholder consultation Stakeholder strategy
Atal Indore City Transport Services Limited (AICTSL) conducted stakeholder consultations through focus groups. This has been explained in the next slide.
Each stakeholder group (identified in the previous stage) may hold different opinions on bustransport. This segment of the process involves determining the concerns and needs of eachstakeholder group in relation to the use of bus transport. Based on their respective concerns andneeds, a marketing strategy may be customized for respective stakeholder groups.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
70
Marketing and Branding
Stakeholder analysis: Incorporate stakeholder inputs
The focus group sessions are a good place to begin testing individual strategies. Below are the key marketsegments with the potential marketing messages that may be conveyed based on their travel needs.
Market segment Potential messages
Students • Availability of special discounts• Highlight technological aspects such as payment with mobile phone
• Social atmosphere of system
Parents • Security and safety aspects• Cost-effectiveness of system
Business professionals
• Work or relax while commuting• Travel time savings
• Technological aspects of new system• High-quality image of new system (status issue)• Savings in wear and tear on personal vehicle
Women • Safety and security issues• Frequent off-peak services that cater to errands
Existing public transport users
• Improvement in system quality• Travel time savings
Disabled persons • Easy use features of systems
By understanding the needs and constraints of each market segment, tailored marketing strategies can then be designed and employed. This step is where particular outreach strategies are devised. Also, decisions are made about which groups should be prioritized within the marketing budget.
Stakeholder identification Stakeholder consultation Stakeholder strategy
Based on the stakeholder analysis, an organization has to market it’s services. In order to do a propermarketing, a company should have a good brand name, logo and a tagline. These form a part of the brandingstrategy.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
71
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
The name of the brand is one of the first decisions that are taken on the launch of bus services. There are a range of different strategies that can be adopted to create an appropriate brand name. Some of the different qualities that a brand name can exude include:
1Terms such as “metro” or “rapid transit” can engender a very positive public image. (For example,
“TransMetro” in Colombia, “Metrovia” in Ecuador, etc..)
Key considerations for a brand name – Do’s
❑ Sophisticated❑Modern
❑ Rapid❑ Efficient
❑ Elegant❑ Convenient
❑ Comfortable❑ Social
The name of the brand is one of the first decisions that is taken on the launch of bus services. There are a range of different strategies that can be adopted to create an appropriate brand name. Some of the different qualities that a brand name can exude include:
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
72
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
2Brand names should carry a special local meaning, rather than just mimic some generic transport
term. Relating to the name of a river, lake or mountain can be appropriate. For example, TransJakarta(Jakarta), Transantiago (Santiago), TransCaribe (Cartagena), etc..
3
The name of an indigenous animal that is fast or important animal of the nation can be quite effective
since it can serve both as the brand name as well as a mascot. Animals can be popular with young
riders and invoke feelings of affection, acceptance and ownership. For example, Perth Central Area
Transit (CAT), Kangaroo Bus Lines in Australia, Bus Eireann (private operator in Ireland that uses Irishsettler, a dog breed, as it’s logo)
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
73
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
Key considerations for a brand name – Don’ts
Avoiding the term “bus” can be part of a strategic plan since it can often carry a negative connotation,
especially in cities where existing bus service is of poor quality.1
Acronyms, such as BRT and MRT, should be avoided as they might not carry much meaning for a
customer, and thus is a lost opportunity in terms of attaching an image around the brand.2
Avoid religious or political connotations and customers should identify with the name. Eg: Lakme
cosmetics became popular but would not be accepted as “Laxmi” which was the original choice of the brand.
3
Brand must be associated with sustained quality. Blue Line buses were taken off because of accidents. 4
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
74
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
Process for brand name development
Key considerations to be kept in mind while forming a brand name
Brainstorming
✓ Open session in which as many suggested system names are generated as possible.
✓ The key ideas behind the brainstorming session is developing a diverse set of options without criticizing or evaluating the ideas presented.
Evaluating the final names
✓ The initial group will meet again and decide on the final name, based on the report from the focus group and shortlisted names.
✓ This group may narrow the list to a few names to be given to political leaders for the final decision.
Focus group opinions
✓ The brand names generated in Step 1 are then placed before carefully selected focus groups.
✓ These groups will go through the names and give reactions and opinions.
✓ The focus groups will select a list of their five most favorite brand names.
1 2 3
Assistance from a marketing and public relations firm can help to ensure all options and issues are considered.
01
Focus groups with prospective customers can be used to test name ideas as well as brainstorm on possible names.
02
Contests with substantive prize (such as one-year bus transport pass) to develop a name and logo can be a creative and participatory way of bringing the public into the process.
03
The final decision on the system name should be made at the highest level (Municipal Commissioner, CEO, etc..) of decision making for the system.
04
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
75
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
The proposed new system in Barranquilla (Colombia) uses
the word “Metro” as part of its system name.
In Aichi (Japan), a toy mascot is given the driver’s seat in
a driverless bus system with full optical guidance.
Johannesburg has created a name that works well across
the variety of languages in South Africa.
• To choose a name for the Indore BRTS system, the Atal Indore City Transport Services Ltd. (AICTSL)
held a public competition in 2011 (AICTSL 2014).
• The aim of this competition was to promote ownership of the system by the residents of Indore,
and create a name that was accepted by the public.
• The name was selected as iBus. While the ‘i’ denoted Indore, it also represented intelligence and
innovation for a system that was easy-to-use and new for Indore residents.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
76
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
Brand Logo is the most recognizable and identifiable aspect of a bus service which provides the customers with instant recognition of it’s purpose, quality, and location.
The logo typically consists of an image within a particular shape and color scheme.
The logo may also invoke wording, such as the brand name and sometimes, the brand tagline. In fact, great care should be taken to ensure that the brand name and logo are complementary with one another.
The logo may appear on station signposts, fleet, as well as all outreach materials such as web sites and flyers.
The logo can take upon a varietyof forms, including abstractshapes to defined images that directly relate to the brand name.
• The colors utilized within the logoand the physical system should also be carefully considered.
• Cities may select colors that relate to a local flag or other identifiable attribute of the local environment.
Brand Logo
Various examples related to brand logo are provided in the subsequent slides
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
77
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
The ubiquitous logo for the Brisbane system allows for rapid
customer identification of station locations.
• ‘Rainbow’ as the name selected for the
BRT system seeks to signify a joyful
feeling, a product very different from the
regular bus service Punekars have grown
up with, but still one which is familiar.
• The symbol is a rainbow colored bird
taking off.
• Rainbow published a “Brand Identity
Manual Standards and Guidelines” in order
to promote their bus services.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
78
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
• The color of the physical system is also part of the brand identity.
• Bogota chose red as the color for the bus to equate the TransMileno system to the
life-blood of the city with the BRT corridors representing the life-giving arteries.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
79
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
• LA’s Metro
Orange Line
includes both a
metro and a BRT
corridor.
• Its color scheme
is highly visible,
making it clear to
users that they are
parts of the same
network.
Bold
signage
reflecting
the logo
of BCLL
attracts
public
attention
to the
BRTS.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
80
Marketing and Branding
Formulating a branding strategy
• For example, the message may stress the time saving aspects, the level of convenience and comfort, themodernity of the system, etc..
• The tagline will likely be tailored to the particular marketing emphasis of the moment. In the brandingstrategy, only brand tagline is advised to be altered. Brand name and logo are advised to remain constant.
• The slogan should be inspirational in motivating customer usage of the services. Some samples include:
Brand Name Brand Logo Brand Tagline
Public recognition for the bus service can also be bolstered by a slogan or tagline that accompanies the name and logo. The tagline may highlight an aspect of service that is of particular value to the targeted audience.
❑Rapid transit for everyone
❑The fast way across the city
❑Relax & leave the driving to us
❑Not just another bus
❑Wherever life takes you
❑Connecting people to life
❑The easy way to work
❑You’ll never be late again
❑ It’s the city’s new shortcut
1The brand name, logo and slogan should be protected by trademarks and copyrights, as it
will be an important asset for the authority. The copyright should be held by the public authority.
A successful brand will likely generate some imitation. Others will only try to expropriate the
brand’s name if the name is perceived to have substantial value.2
3The borrowing of the brand’s name and image should be avoided since their unauthorized use
can ultimately damage the service’s public esteem.
Joint marketing efforts with corporate or other organizational partnerships can be an
effective way to broaden the reach of the brand’s message.4
Key considerations for a brand tagline
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
81
Marketing and Branding
Formulating a branding strategy
Brand Name Brand Logo Brand Tagline
"Wherever life takes you!" is
the tag line that accompanies
promotional material for the Ottawa public transport
system.
This marketing announcement for the Los
Angeles Orange Line highlights the time
savings aspects of the service.
The tagline of Rainbow BRT is Pravas Nava, Paryay Nava. It means ‘a new journey, a new alternative’, evoking a sense of modernity, progress, and
environment-friendliness.
• To choose a name for the Indore BRTS system AICTSL held a public competition in 2011.
• The aim of the competition was to promote ownership of the system by the residents of Indore, and create a name that was accepted by the public.
• The tagline was selected as “Satat Vikas Atal Vishwas” in Hindi, meaning ‘continuous progress, constant trust’.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
82
Marketing and Branding
Formulating a marketing strategy
The brand name and image are just the outward representation of the overall branding and marketing
effort. These tools should be supported by a comprehensive marketing campaign strategy that is
directed towards achieving the following objectives:
✓ Maximize interest and ridership in the system;
✓ Overcome doubts and concerns related to the system;
✓ Target different messages to specialized customer groups; etc..
• The public education plan is a component of the overall marketing plan in which the emphasis is on getting
the public familiar with the service.
• The general public must be instructed on available routes, services, fare & pricing, service attributes,
boarding procedures, restrictions, advantages, etc..
• Instructions must be communicated using plain language so that users of even the lowest education and
poverty levels can understand them and should be available in all localities.
• There are various methods of educating the common people. They include
Videos (showing a realistic view of the service)
Visual images, specially the impact from before and after images.
Social Media Platformssuch as Facebook, Twitter,
Instagram, etc..
The news media, web sites, and direct outreach.
Information kiosks which share information brochures,
etc..
1
2
3
4
5
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
83
Marketing and Branding
Formulating a marketing strategy
This information kiosk in Brisbane helps answer basic customer questions as well as creates awareness.
Honolulu (left photo) and Bogotá (right photo) employed direct outreach teams to promote the new public transport system.
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
84
Marketing and Branding
Formulating a marketing strategy
AICTSL Indore:
To avoid any misconceptions that the project would take road space from personal vehicle users, graphics illustrating before and after versions of the corridor were published in the form of pamphlets.
Bhopal MyBus:
Comparative images of before and after the project implementation were highlighted in local newspapers to send a strong message to the public.
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
85
Marketing and Branding
Formulating a marketing strategy
The market segmentation of stakeholder groups (conducted during stakeholder analysis) will help in
the development of individual tactics required to carry out these strategies. One of the key
considerations while developing strategies is what kind of messages you should transmit, and how
complex those messages should be. When the specific activities of a strategy is implemented, it is
important to take special care regarding the timing.
• It refers to the process by which the common
people get to know about something.
• However, it is important to understand that even if
somebody has been made aware of something
does not mean that a person will act according
to what they have learnt.
• It is necessary to apply behavior change
strategies that make the person use sustainable
transport.
Creating awareness
• Behavior change is when a person changes their
habits regarding mobility on a daily basis based on
what a campaign or strategy has presented them (i.e.
using a bus with greater frequency than before as a
mode of transport).
• It is the complement of raising awareness, because
it complements the understanding of sustainable
transport to effective action.
Behavioral change
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
86
Marketing and Branding
Formulating a marketing strategy
Introduction Stakeholder Persuasion Events Media Tools Social Media
➔ ”I walk regularly”
➔ ”I tried, and walk now and then”
➔ ”I would like to try walking”
➔ ”Walking might be an option”
➔ ”Walking is not relevant for me”
Understanding Behavior: the 7 stages of change
Awareness of
problem
Aware of the issue of traffic congestion?
Accepting
responsibility
Accept personal / corporate responsibility?
Perception of
options
Perception of sustainable modes?
Evaluation of
options
Is there actually a viable alternative?
Experimental
behavior
Trying out new travel choices?
Making a choice
Really intend to modify behavior?
Habitual
behavior
Long-term adoption of sustainable modes?
1
2
4
3
5
6
72. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
87
Marketing and Branding
Formulating a marketing strategy
Think: Logical arguments
✓ Rational arguments over the cost and speed of a new travel option can help to capture attention and interest.
✓ A range of materials, including photos, and videos, can help disseminate logical arguments.
Practice: Public transport usage
✓ Offering a free travel period, such as the first weeks of operations may get people to try bus transport.
✓ Finding creative ways to personally engage the public can help to overcome the initial barriers.
Feel: Affective persuasion
✓ People feel good or bad in a certain place or with a certain mode of transport.
✓ If bus transport is equated to better self-worth and a more beautiful city, then the affective response could be quite strong.
• The basis to produce a marketing
message / advertisement should be
the stakeholder analysis and an
identification of the themes that will
be important to key target audiences.
• The text of the message, the imagery,
the voice, and the colors all should
form a complementary package of
ideas.
Introduction Stakeholder Persuasion Events Media Tools Social Media
Stakeholder persuasion – In general, there are three “channels” which are typically used to motivate personal change: Think, feel and practice.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
88
Marketing and Branding
Formulating a marketing strategy
• Give people the chance to use sustainable mobility – Giving people free
rides on new public transport lines (e.g. to their workplace and back) will
open their minds to sustainable mobility and will increase the chance that
they use it while changing their point of view towards this mode of transport.
• Special events such as fashion shows have been held inside the TransMilenio
system. Television and radio shows have likewise been undertaken within
TransMilenio. Interviews with celebrities are also known to take place against
the famous backdrop of the system.
• Public officials – The use of the services by public officials can also draw
attention to the service.
The best mechanisms for promoting bus transport are thus perhaps those that actively involve the citizen in the urban environment. Special events are opportunities to encourage the actual participation of the potential bus transport user.
22nd September
International Car Free Day
5th June
World Environment Day
22nd April
Earth Day
16th – 22nd September
Introduction Stakeholder Persuasion Events Media Tools Social Media
Former Bogotá Mayor Enrique Peñalosa takes a TransMilenio
vehicle for a test drive.
The marketing identity of the International Car Free Day
Campaign.
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
89
Marketing and Branding
Formulating a marketing strategy
Action
The free trial rides were a strategic decision to attract the public
so that they experience and understand the system. This would
result in a boost in ridership during the initial days
Impact
• Initially, AICTSL had decided to continue free trial runs for 2-3
months. The trial runs continued for three weeks, during which
system patronage increased significantly, reinstating positivity
among the public. However, the overwhelming response from
commuters necessitated the introduction of fares to control
overcrowding in buses. Although this resulted in an immediate
drop in ridership at first, it began to steadily increase.
• The satisfaction expressed by those who experienced the system
led to a highly positive reaction from the press.
• Free trips helped in allaying misconceptions about the
functioning, comfort and safety of the iBus commute.
• Following this, the Indore system was entrusted with land for
corridor development worth around INR 270 crores under
the Transfer Development of Rights (TDR) scheme.
Passenger trials of the Indore BRTS service began on the 10th of May 2013.
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
90
Marketing and Branding
Formulating a marketing strategy
❑ Television❑ Radio❑ Newspaper advertisements❑ Magazine advertisements
❑ Web sites❑ On-line video❑ Billboards❑ Flyers
❑ Street kiosks❑ Group seminars❑ Personal interviews❑ Social media platforms
Each medium of communication brings with it different cost and different level of effectiveness. In general, more costly mediums, such as television, offer the greatest message exposure. The choice of communication medium depends upon the cost and expected number of persons to be reached.
1The message of the particular advertisement will likely vary by the medium being
utilized. Some mediums may restrict the information to fairly broad in nature.
Public service announcements (PSAs) permit messages related to topics of public
interest to be shown without cost on television and radio. 2
3 Kiosks in public venues are a big advantage to public systems over the private sector.
Outreach efforts with school children can be particularly effective. 4
5The best advertisement for the service may well be the service itself. The sight of a bus
whizzing by motorists stranded in traffic is probably the most effective means of communicating the service. Messages on the exterior of the bus can heighten the impact.
The marketing messages should not end with just getting a person to try the service.
Reassuring the new customer that they have made the right choice is a critical part of the process. Advertisements inside the service can be effective in reassuring the customer
that they have chosen wisely.
6
Key considerations for a media tools
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
91
Marketing and Branding
Formulating a marketing strategy
The newsletter gained immense
popularity through an innovative feature – a free pass that entitled
any reader to a single BRTS journey of any length by answering two simple questions. The answers to the questions are found easily within the various newsletter articles, thus encouraging readers to read the articles in order to claim the
prize.
As part of the MyBus project, a four-page newsletter was published by BCLL. This contained narratives, articles on technical aspects, messages from eminent city politicians, comments and inputs from the general public and numerous images and graphics. This medium was used to provide the public with large
amounts of information on a periodic basis.
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
92
Marketing and Branding
Formulating a marketing strategy
Social media and online marketing are excellent channels for providing updates, connecting with customers, and letting them know the services offered.
• It connects the authority directly with consumers by sharingupdates, sales, contests, new services, and more!
• Monitor reviews and comments on different platforms. Respondto questions, compliments, and complaints quickly andprofessionally.
• Unlike web pages that feature static content, social media isupdated frequently.
• Host online contests, offer special discount codes exclusivelyfor social media followers, have customers submit photos, usehashtags, and tag bus services on social media platforms.
• Creative and distinctive content receives the most attentiononline.
• It’s better to do great marketing on 1 or 2 channels than to do it poorly across 5 channels.
• When choosing a platform, consider the platform target customers are on and the objective of the agency.
• Each platform has an algorithm that determines who sees posts. Be wary of post frequency, number of likes, and text length to optimize social media impact.
How does it help? What should be considered?
✓ An organization should create multiple channels (Facebook, Twitter, Instagram, etc..) in order to post the updates of the services.
✓ The point of contact for social media marketing should post the same content on all the pages at almost the same time.
Key considerations
Introduction Stakeholder Persuasion Events Media Tools Social Media
Social media marketing channels
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
93
Marketing and Branding
Formulating a marketing strategy
Context
Since the location of the BRTS corridor was
adjacent to numerous schools and
education institutes, a vital part of the
marketing strategy involved targeting
the student and young adult
demographic.
Action
To cater to this, the team created an iBus
page on Facebook.
Introduction Stakeholder Persuasion Events Media Tools Social Media
Benefits
• The page provides service and construction updates to the general public.
• It also enables two-way communication between the iBus team and the public to receive feedback as well as
post comments, complaints and suggestions.
• During public engagement activities such as focus groups and passenger trials, participants often requested to
have their photos tagged online.
• As the number of followers increased, the media began to pay attention to the page, often referring to it for
project information, updates and photographs.
Once the page was functional, it proved to be popular, with almost 2431 likes to the page in April 2019.
Formulating a marketing strategy
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
94
Marketing and Branding
Formulating a marketing strategy
Twitter handle of Delhi Traffic Police providing real-time updates to commuters
Introduction Stakeholder Persuasion Events Media Tools Social Media
2. Business Environment
4. Advocating to Citizens
5. Advocating to Regulatory and
Sanctioning Authority
6. Managing Change
1. Introduction
7. Business Continuity Planning
3. Understanding Objectives
IntroductionA
Stakeholder analysisB
Branding strategyC
Marketing strategyD
8. Marketing and Branding
95
Advocating to
Citizens
A. Understanding Users and Non-Users
B. Overview – 4P Model for Policy Advocacy
C. First P – Product
D. Second P – Place
E. Third P – Price
F. Fourth P - Promotion
4
Introduction
A. Overview
B. Why advocate / what to advocate / whom to advocate?
C. How to advocate?
1
Business
Environment
A. Overview
B. External environment
C. Internal environment
2
Understanding
Objectives
A. Citizen centric objectives
B. Essential elements of objectives3
Reference table
A. 7-12
B. 13-14
C. 15-20
A. 7-11
B. 12
C. 13-19
Delivery PPTParticipant
Manual
A. 21-23
B. 24-26
C. 27-28
A. 20-21
B. 22-24
C. 25-27
A. 29-36
B. 37-40
A. 28-34
B. 35-39
A. 41-43
B. 44
C. 45
D. 46
E. 47-52
F. 53-54
A. 40-41
B. 42
C. 43
D. 44
E. 45-50
F. 51-53
96
Managing ChangeA. Managing change based on objectives set
B. Managing change based on customer feedback6
Business
Continuity
Planning
A. Succession Planning
B. Transition Planning7
Advocating to
Regulatory and
Sanctioning
Authority
A. Overview
B. Advocating to Regulatory and Sanctioning Authority
C. Case Study
5
A. 55-57
B. 58-60
C. 61-62
A. 54-55
B. 56
C. 57-58
Delivery PPTParticipant
Manual
A. 63-64
B. 65
A. 59
B. 60
A. 66-70
B. 71
A. 61-63
B. 64-65
Reference table
Marketing and
Branding
A. Introduction
B. Stakeholder analysis
C. Branding strategy
D. Marketing strategy
8
A. 72-73
B. 74-76
C. 77-80
D. 81-87
A. 66-67
B. 68-70
C. 71-81
D. 82-94
97
Thank You !
Time for Discussion
98
Bibliography
• UITP India and Shakti Sustainable Energy Foundation, 2018, Regulatory Frameworks for Integrated Shared Mobility Governance in India
• Margarita Išoraitė, “MARKETING MIX THEORETICAL ASPECTS” International Journal of Research – Granthaalayah, Vol. 4, No. 6 (2016): 25-37
• Maher Niger, 2013, Deficiencies of existing public transport system and a proposal for integrated hierarchical transport, IOSR Journal of
Mechanical and Civil Engineering
• EMBARQ India, 2014, Bus Karo 2.0 Case Studies from India, WRI India
• Blair Cronin, Candace, Alexander, Allison, Cronin, Brian, Riches, Christopher, Stern, Jennifer, ICF International, Inc. . . . Earlysville, VA, 2013,
Building a Sustainable Workforce in the Public Transportation Industry — A Systems Approach, National Academy of Sciences
• Energy Sector Management Assistance Program, The World Bank, 2011, Best Operational and Maintenance Practices for City Bus Fleets to
Maximize Fuel Economy, The International Bank for Reconstruction and Development
• Asian Development Bank, 2013, Gender Toolkit: Transport
• Wenzhu Zhou and Zhibin Li, 2016, Determining Sustainable Land Use by Modal Split Shift Strategy for Low Emissions: Evidence from Medium-
Sized Cities of China, Mathematical Problems in Engineering
• Cambridge Systematics Consulting & Technology Private Limited, 2016, Improving Bus Fuel Efficiency through Fleet Management and Maintenance
Practices, Shakti Sustainable Energy Foundation
• Ellen Macarthur Foundation, 2019, Shenzhen switching to an Electric Mobility System in the city
• Volinski, Joel, University of South Florida, Tampa, Florida, 2014, Maintaining Transit Effectiveness under Major Financial Constraints, Transit
Cooperative Research Program
• https://www.centreforcities.org, April 2019
• https://kochimetro.org, April 2019
• http://www.nhi.fhwa.dot.gov, April 2019
• http://www.opm.gov, April 2019
• https://www.kut.org, April 2019
• https://www.futuresystems-inc.com, April 2019
• http://www.eltis.org/discover, April 2019
• https://tfl.gov.uk, April 2019
P resentation title[To edit, c lick View > Slide Master > Slide Master]
©2019 Deloitte Shared Services India LLP 1
Pre-Training Questionnaire
Policy Advocacy for Senior Managers: Pre-Training Questionnaire
The questionnaire will only take 10 minutes of your time to get filled.
The purpose of this questionnaire is to understand what you already know about the training theme.
We will ask you to complete another questionnaire at the end of the training so that we can assess
what you have learnt and how the trainers have performed at conveying the key points.
Organization and Individual Details
Name of Organization
Name
Designation
Contact Number
Email Address
No. of buses run by your organization
No. of staff in your organization
Knowledge and Expectation Assessment
Q1. What are your expectations of this training? What do you hope to gain by participating?
A1.
Q2. What is the one thing that you would most like to learn during this training?
A2.
Q3. Please rate your knowledge / skill on the following learning objectives.
A3. Learning Objective Highly Proficient
Proficient Neutral Slightly
Proficient Not
Proficient
Understanding why is there a
need for Advocacy ☐ ☐ ☐ ☐ ☐
Understanding whom is the
advocacy meant for ☐ ☐ ☐ ☐ ☐
Understanding what to
advocate to the various
stakeholders ☐ ☐ ☐ ☐ ☐
Understanding the mechanism to advocate to the citizens (4P
model for Policy Advocacy) ☐ ☐ ☐ ☐ ☐
Understanding the mechanism to advocate to the Regulatory
and Sanctioning Authority
☐ ☐ ☐ ☐ ☐
Assessing business environment and citizen in
order to advocate
☐ ☐ ☐ ☐ ☐
Understanding the need to
change internal environment after advocacy
☐ ☐ ☐ ☐ ☐
Assessing the importance and
mechanism for succession planning
☐ ☐ ☐ ☐ ☐
Design and formulate branding
and marketing strategy for
outreach
☐ ☐ ☐ ☐ ☐
Q4. Kindly provide any additional comments for this training.
A4.
P resentation title[To edit, c lick View > Slide Master > Slide Master]
©2019 Deloitte Shared Services India LLP 1
Post-Training Questionnaire
Policy Advocacy for Senior Managers: Post-Training Questionnaire
The questionnaire will only take 10 minutes of your time to get filled.
The purpose of this questionnaire is to assess the capacity building, assess the trainer, training
material and the training programme. Kindly f ill this questionnaire with respect to your experience
from the training session.
Organization and Individual Details
Name of Organization
Name
Designation
Contact Number
Email Address
No. of buses run by your organization
No. of staff in your organization
Assessment of the Training Session
Q1. Please rate your knowledge / skill on the following learning objectives.
A1. Learning Objective Highly
Proficient Proficient Neutral
Slightly
Proficient
Not
Proficient
Understanding why is there a need for Advocacy
☐ ☐ ☐ ☐ ☐
Understanding whom is the
advocacy meant for ☐ ☐ ☐ ☐ ☐
Understanding what to advocate to the various stakeholders
☐ ☐ ☐ ☐ ☐
Understanding the mechanism to
advocate to the citizens (4P model for Policy Advocacy)
☐ ☐ ☐ ☐ ☐
Understanding the mechanism to
advocate to the Regulatory and Sanctioning Authority
☐ ☐ ☐ ☐ ☐
Assessing business environment
and citizen in order to advocate ☐ ☐ ☐ ☐ ☐
Understanding the need to change internal environment after
advocacy
☐ ☐ ☐ ☐ ☐
Assessing the importance and
mechanism for succession planning
☐ ☐ ☐ ☐ ☐
Design and formulate branding
and marketing strategy for outreach
☐ ☐ ☐ ☐ ☐
Q2. Please rate the training material on the following parameters.
A2. Parameter Very High High Neutral Low Very Low
Extent of coverage ☐ ☐ ☐ ☐ ☐
Relevance of contents ☐ ☐ ☐ ☐ ☐
Practical applicability of case studies
☐ ☐ ☐ ☐ ☐
Easy to understand ☐ ☐ ☐ ☐ ☐
Usefulness of reference material ☐ ☐ ☐ ☐ ☐
Assessment of the Training Session
Q3. Was the trainer able to achieve the stated learning objectives of the session?
A3. ☐ Yes ☐ No Reasons ________________________________________
Q4. Please rate the trainer on the following parameters.
A4. Parameter Very High High Neutral Low Very Low
Knowledge of the subject ☐ ☐ ☐ ☐ ☐
Communication skills ☐ ☐ ☐ ☐ ☐
Organized and structured approach
☐ ☐ ☐ ☐ ☐
Interactive and engaging ☐ ☐ ☐ ☐ ☐
Q5. Do you think your knowledge / skill / ability on the subject has improved after attending the training session?
A5. ☐ Very High ☐ High ☐ Neutral ☐ Low
☐ Very Low Reasons ________________________________________
Q6. What are your top 3 takeaways from the training you attended today?
A6. 1.
2.
3.
Q7. Please rate the training session on the timing and duration of each module.
A7. ☐ Very Effective ☐ Effective ☐ Neutral ☐ Slightly Effective
☐ Deficient Reasons ________________________________________
Q8. What is your preference of location for this training session?
A8.
Q9. What should be the duration of this training session?
A9. ☐ 0.5 days ☐ 1 days ☐ 1.5 days ☐ 2 or more days
Q10. What should be the frequency of this training session at your level?
A10. ☐ Quarterly ☐ Semi-annually ☐ Annually ☐ Every 2 years
Q11. Kindly provide any areas in which the training requires improvement / Other additional comments
A11.
P resentation title[To edit, c lick View > Slide Master > Slide Master]
©2019 Deloitte Shared Services India LLP 1
Group Activity
You are required to form a group of 3-5 participants in order to complete this activity. Time required for completion is 40 minutes. Furthermore, 15 minutes would be given to each group to present their outcome.
Policy Advocacy for Senior Manages – Group ActivityPolicy Advocacy for Senior Manages – Group Activity
Part A – Ice Breaker Question
Part B – Group Exercise
Part C – Case Study
What are the key decisions that you make annually with respect to bus transport.
Also mention the key decisions that a senior
manager should make but are currently not
done.
What are the challenges you face in your organization for advocating your decisions? What are the possible solutions to
those challenges?
Think from the perspective of advocating to
customers, politicians, your employees, etc.
Problem Statement: In a recent survey it was found that in the city of Riverdale, the customers demanded
“reliable” and “regular” bus services for their daily commuting. Your group are the key members of the company
“TransRiverdale”, the organization responsible for providing bus services in the city. What are the key parameters
and approach you shall consider for addressing the same? Try to think creatively and cover as many parameters as
possible. You may refer to participant’s notes provided to you for details.
Challenges Solutions