Meeting & Exceeding Customers’ Digital Expectations for Real-Time

Phil Young Head of Online

Transport for London

RTPI TO MEET

CUSTOMER

EXPECTATIONS

Digital strategy putting customers first

Customer needs, staff needs two sides of the same coin

Mobile the great disruptor

Open data for transparency, innovation and economic benefit

Integrated experiences making it easy for customers

The end goal where this all leads

Overview

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Context

• The digital world is changing, customer expectations are

rising for realtime passenger information

• As transport providers we have fallen behind customer

expectations

• We have focussed on delivering services and not always

considered the customer who moves between our services

• We have not always delivered for customers

• We have lacked Digital Strategies which tackle this

problem effectively

What our customers want What we

stand for

Customer

Experience

• Reliable services and

information available allowing

for a smooth journey

• Consistent delivery day-to-day

and across all areas

• Personalised service delivered

to each individual customer to

attend to their specific needs

• Safe, secure and accessible

Value for Money

• Get the service they pay for:

– Either services live up to

their cost/fare-value

– Or feel what they pay is

being invested in improving

their future journeys

• Confidence in ticketing/fare

system (Oyster accuracy and

‘fair’ fare increases)

Progress &

Innovation

• Believe TfL is continuously

innovating, investing and

working to improve their

journeys and to make their lives

easier; and making progress

Trust Trust us based on:

• Good customer experiences, value for money and our investment in improvements & innovations to help them

• Belief in what TfL does and stands for, and a feeling that TfL lives up to this

• Strong ‘offer’ that they can buy into

• One-stop-shop for travel in London

• Care - about them, heritage & future of London, our reputation; and proactive transparent communication

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“Every journey matters”

This is about our whole organisation

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A ‘connected’ business

Our customers want information delivered in ways that

suit them. This drives how we:

• do business and how our customers do business with us

• work, collaborate, harness and share knowledge internally to

support our customer strategy

• deliver the experience that our customers expect

• deliver savings and efficiencies

• help preserve transport investment and improvements in our

services in a difficult economic climate

• improve our reputation

Customer and staff digital experiences as good as the best retail and

service companies

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SOME INSIGHTS

Putting some numbers on the dizzying disruptions in the consumer landscape.

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London is changing

Londoners use the internet.

It is seen as being ubiquitous

and expected to be available.

of Londoners use

TfL’s website.

use the internet for maps or

directions. GROWING

GROWING

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Our customers are going mobile

of Londoners own a

smart phone.

of Londoners use the

internet on their mobile

every day.

use TfL’s site via

a mobile.

of Londoners use apps.

growth in

tablet use

of adults now use one.

HUGE

GROWING

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And becoming more social

of Londoners use of

social media

83% of these

use Facebook

18 – 24 year-olds

spend on average on

social networks

30% of these

use Twitter

GROWING

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TfL is changing Our staff must be equipped to deliver excellent customer

service. During the London Games, our staff were

equipped with mobile devices.

2,350 iPads

850 iPhones

We are entering the next phase of

mobility with demand for 200 mobile

apps for thousands of staff

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CATALYSTS FOR

CHANGE

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What customers demand

Delivering ‘Every Journey Matters’ through digital

Customers and

stakeholders can easily find

the people they need to

help them

Tasks are made simpler, to

save customers time TfL as a single, integrated

authority is mirrored in the tools

and services customers use

A personalised service with easy

access to ‘my TfL’ – organised

for them. Only login once

‘Any place, any device’ access to all the

tools and services customers need

Leads to

Customer experience reflects

Every Journey Matters

Structured information is easy

to find and controlled so we

always get the right version

Customers

mostly self-

serve

Staff can fix

customer

problems easily

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What our staff need

Helping staff deliver Every Journey Matters through digital

Staff can find the people

they need to work with and

share anything they need to

be more productive

Tasks are made simpler and

more consistent so we can

get more done

TfL as a single, integrated

authority is mirrored in the tools

and services staff use

A personalised workspace with easy

access to everything staff need ‘Any place, any device’ access to all the

tools and services staff need

Leads to

Staff are enabled to deliver

‘Every Journey Matters’

Structured information is easy

to find and controlled so we

always get the right version

Staff can fix

customer

problems easily

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Six overlapping themes

1. Web – mobile, tablet and desktop

World-class digital services for customers, fully

integrated across all devices and services.

Digital information displays and kiosks.

3. Employee digital tools

Staff digital services and tools integrated

across all devices. Mobile digital

transforms how staff deliver services

more effectively, benefitting customers.

2. Open data and Apps

Free and open data is the default.

Proactively work with developers. Apps

developed by the market. Apps developed

by TfL only where market cannot deliver

business objectives or required security.

6. Digital Marketing

Digital channels fully integrated with

traditional media wherever relevant to

the target audience.

4. Social

Multi-way engagement for service

information, customer service and

marketing, using relevant ‘off site’

communities where necessary.

‘Social business’ to realise benefits

of internal networking across TfL.

5. Value for Money

Simplified, integrated sites and services

avoiding duplication across: development,

hosting, content management, analytics,

security. Revenue generated from digital

advertising, partnership, sponsorships.

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The transformation journey

• Fixed locations

• Fewer devices

• Rarely changing needs

• Individually served

• Paper or phone based

• One size fits all

• Highly mobile

• Multiple devices

• Rapidly changing needs

• Self service for customers

• Digital based

• Personalised and localised

To

Staff

From

Customers

• Fixed locations, desk bound

• Desktop devices

• Rarely changing needs

• Individually serving customers

• Paper based

• One size fits all

• Highly mobile

• Multiple devices

• Rapidly changing needs

• Self served

• Digital based

• Personalised and localised

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Responding to the challenge •Thinking ‘user centred’ – Get insight, prepare concepts and propostitions,

validate with customers before you spend

•Involve customers – use beta sites, feedback, blogging, social and all forms of

available engagement to gain buy-in

•Investing in digital – While some fixed and printed assets will always be

required, personal digital is the future and requires investment

•Developing agility – In the new world cycles are days, weeks and months – not

years

•Building ‘mobile first’ – mobile is and will increasingly be the dominant device.

Ignore it and become irrelevent

•Open data can help – leverage developer community and focus on core assets

THANK YOU

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