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Per Gellert peg@moviatrafik.dk

Quality for Passengers. Per Gellert peg@moviatrafik.dk. 11.11.2010 /Barcelona. Movia trends. Municipalities and Regions decide local service level Authority to Consultant All public transport tendered to private operators Production to service

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Per Gellert peg@moviatrafik.dk

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  1. Quality for Passengers Per Gellertpeg@moviatrafik.dk 11.11.2010 /Barcelona

  2. Movia trends 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 !

  3. Quality dimensions Comfort Social image Value for money Satisfaction Loyalty Traffic Supply Reliability Information Staff behaviour Personal safety image 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

  4. Drivers of satisfaction - Copenhagen Focus on • Number of departures • Waiting time short at transfers • Easy transfers • PT runs on schedule Travel time Reliability

  5. Drivers of Satisfaction – BEST Cities - Travel time and reliability – not a big surprise !

  6. 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

  7. 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 !

  8. 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)

  9. Incentives in Contracts – Results 150S • 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

  10. Incentives in Contracts – Next Generation • 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

  11. 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

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