Post on 02-Jan-2016
Municipalities and Regions decide local service level
Authority to Consultant
All public transport tendered to private operators
Production to service
(Public) transport is a business where customers choose the offer that fits their needs best. If we cannot meet customer requirements we will loose market shares
Passenger rights or not !
Movia trends
Understanding the Customer
BEST – Benchmarking in European Service of Public Transport
• 1.000 interviews (telephone) with citizens aged 15 +
• Conducted March every year (2001 – 2010)
• Perceived quality – 10 dimensions (approx. 27 statements)
• Quality evaluated on a 5-point scale
• Special questions might be added
• A database with 70.000 interviews with citizens in European cities 2001-2009
Traffic SupplyReliabilityInformationStaff behaviourPersonal safetyimage
ComfortSocial imageValue for moneySatisfactionLoyalty
Quality dimensions
Focus on
• Number of departures
• Waiting time short at transfers
• Easy transfers
• PT runs on schedule
Drivers of satisfaction - Copenhagen
0,24
0,19
0,13
0,12
0,10
0,08
0,07
0,07
0,06
I am satisfied with thenumber of departures
Public transport mostlyruns on schedule
Waiting time is short attransfers
Transfers are easy
The staff answers myquestions correctly
The busses and trainsare modern
I normally get a seatwhen I travel with public
transport
The staff behaves nicelyand correctly
Nearest stop is close towhere I live
Travel time
Reliability
Drivers of Satisfaction – BEST Cities
Copenhagen Number of dept. Runs on schedule Short transfers
Geneva Number of dept. Short transfers
Helsinki Number of dept. Short transfers Runs on schedule
Oslo Runs on schedule Number of dept.
Stockholm Runs on schedule Number of dept.
Vienna Number of dept. Runs on schedule
- Travel time and reliability – not a big surprise !
Development of Contracts
• 1990: Tendering started, focus on price, gross cost contract
• 1995: Introduction of quality measuring system with bonus and penalties
• 1996: Bonus max. 1% of total contract sum
• 1997: Bonus max. 2,5% of total contract sum
• 2004: Operators bid with quality level. Possible 2 year extension of contract (max. 8 years).
Bonus max. 3% of total contract sum
• 2008: Possible 6 year extension (2+2+2)
• 2010: Operators bid with max. number of customer complaints. Passenger incentives
introduced
Quality Measuring System
Topics or questions
• External cleaning and maintenance
• Internal cleaning
• Internal maintenance
• Temperature
• Ventilation
• Noise
• Precision to time table
• Driving comfort
• Drivers service and appearance
• All in all impression of this trip
Problem: Interpreted as customer satisfaction !
Satisfaction May 2010
0
10
20
30
40
50
60
70
80
90
100
Total satisfaction Very satisfied Satisfied
Incentives in Contracts – Case 150S
Increase in passengers = increased satisfaction !
The agreement
• Income 10 kr. per customer
• Quality index < 800 pays 0 kr. per new customer
• No passenger maximum for bonus
• Each quarter add up separately
• New customers finances extra service
• Arriva/Movia share campaign costs
Actions taken
• Significant increase in number of departures
• Arriva funds ”stop hosts” and Internet
• Media campaign to improve image
• Bikes on the bus
• Customer involvement (7.000 sms)
• The driver is captain (improved working conditions)
No. of passengers
0
200.000
400.000
600.000
800.000
1.000.000
1.200.000
1.400.000
1. kvartal 2. kvartal 3. kvartal 4. kvartal
2008 2009 2010
Incentives in Contracts – Results 150S
Quality Index
780
785
790
795
800
805
810
815
820
825
1 2 3 4
2008 2009 2010
Lessons learned
• There has to be a market potential
• The line should have a high number of
passengers
• Drivers want to contribute
• Drivers absence due to illness decreases
• Increasing number of passengers is
possible
• Increasing number of passengers is a
target that everybody understands
• Each campaign gives inspiration for
improvements
• Improvements responding to costumer
needs is the key to growth
• It’s a never ending process
Increase in passengers = increased satisfaction
But we need to measure it !
• Create the framework for cooperation between PTA, Operator, Municipality
• Still focus on increase in number of passengers
• Spread out 150S experiences
• Adjusted customer satisfaction survey
• Make it the operators business to attract new customers
• Operators actions:
• Reliability
• Environment
• Travel time
• Local business
Incentives in Contracts – Next Generation
Conclusions
• Customer focus is necessary if public transport is to be the
future solution for effective and sustainable transport in our
cities
• Measure real customer satisfaction
• Involve PTA, Operator and local government
• Focus on solutions that increases services and improves
speed and reliability
• Customer quality incentives in contracts is ”hard work”, but
necessary
• It takes time to change from operation excellence to a real
service oriented business
• Incentives must be sufficient to make operators invest in new
business areas