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Improving Customer Experience:
An Enterprise-wide approach at the CTA




                                          ...
Customer Value Equation
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                                  Experience
     Value =
                                   ...
Customer Experience Payoff
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         • Customer experience correlates with loyal behavior:
                   Willingnes...
Brand Story Guide
      A tool to define customer experience
4

     Dimensionalize both the functional and emotional asp...
5




           Case Study
    Chicago Transit Authority
CTA’s language for customer experience
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Customer importance v. satisfaction
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           •The more important the feature, the less satisfied our customers are

 ...
New vision
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                                                                                 Behavior & Attitude Loyalty...
Putting customer experience into tangible action
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                       People      • Courteous and helpful




      ...
Making It Happen 2009
        Become the favorite way for the people of Chicagoland to get around
                        ...
As a result we want to be able to call ourselves:
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Customer Experience CTA Case Study

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A brief case study on how to define customer experience, both functionally and emotionally, for a public sector agency. The presentation ends with a simple, 1-page strategic plan to improve the customer experience.

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Customer Experience CTA Case Study

  1. 1. 1 Improving Customer Experience: An Enterprise-wide approach at the CTA Ken G Kabira KGKabira@TrueWorksBranding.com
  2. 2. Customer Value Equation 2 Experience Value = Price Must continuously improve Price will eventually go up customer experience
  3. 3. Customer Experience Payoff 3 • Customer experience correlates with loyal behavior:  Willingness to buy more  Reluctance to switch  Likelihood to recommend • Improving customer experience improves the bottom line  At a large hotel chain, the revenue impact of 10 pt improvement was $311 million Difference in percentage of customers who are loyal compared with industry average Quartiles based on customer experience scores compared to average Willingness to buy more Reluctance to switch Likelihood to recommend Top Bottom Top Bottom Top Bottom Quartile Quartile Quartile Quartile Quartile Quartile +8.2% +8.4% +6.7% 14.4 pt. 15.8 pt. 16.6 pt. gap gap gap -7.7% -7.6% -8.2% Source: Forrester Research, 2009
  4. 4. Brand Story Guide A tool to define customer experience 4  Dimensionalize both the functional and emotional aspects of customer experience Brand Reward Brand Value Brand Personality • The emotional benefit(s): How • What customers perceive to • How the brand comes across Emotional brand makes its customers be the principles and ideals Dimensions feel that guide the thoughts and • The principal reason why the actions of the brand brand is chosen or preferred Brand Icon Brand Features Brand Benefit • Proprietary symbols which • Relevant, tangible, and • The functional benefit the should not be violated and verifiable characteristics organization provides through Functional which should be applied associated with the brand -- its Brand Features. Dimensions described in ways that the consistently in all settings organization can say it is doing a good or a better job of the features Foundation Mission The fundamental reason why the organization exists
  5. 5. 5 Case Study Chicago Transit Authority
  6. 6. CTA’s language for customer experience 6
  7. 7. Customer importance v. satisfaction 7 •The more important the feature, the less satisfied our customers are Convenient location Courteous and helpful Easy to use Affordable for everyday use Safe and clean Comfortable ride Fast and on-time Source: 2006 Customer Experience Survey, 2001 Rider/Non-rider Survey
  8. 8. New vision 8 Behavior & Attitude Loyalty To Become the favorite way for High the people of Chicagoland to Behavior Loyal True Loyal get around Frequency of ridership “Transit Hostage” “Transit Lover” 26.0% 22.6% By 2014: • 1 out of 4 residents (25%) will be Competitor Loyal Attitude Loyal Transit Lovers “Transit Averse” “Transit Supporter” • Transit Lovers + Transit Supporters 27.9% 23.5% will exceed 50% Low • Less than 1 out of 4 residents (25%) Dislike Like will be Transit Averse Attitude towards transit Attitudinally Loyal Source: Travel behavior and attitude survey, 2001 “Transit Supporters” (23.5%)
  9. 9. Putting customer experience into tangible action 9 People • Courteous and helpful Product • Fast and on-time Place • Safe and clean • Easy to use • Comfortable ride • Convenient locations Price • Affordable for everyday use • Efficient cost and resource management • Maximize revenue-generating assets Promotion • Consistent and relevant delivery of CTA’s brand
  10. 10. Making It Happen 2009 Become the favorite way for the people of Chicagoland to get around What We Must Do How We Will Measure Customers Say People: • Increase front-line customer courtesy • Deepen employee engagement • • Customer complaints and surveys “The CTA people are always Courtesy audit score helpful and they treat me like 10 •Courteous and helpful • Define “Right person is in the right job” • Employee commitment Score a person that matters to • % of employees who feel they are in the them.” right job Product: • • Reduce big gaps and bunching on bus • % of big gaps and no. of service disruptions “CTA is always on time. I •Fast and on-time Upgrade signal system per 100,000 customers know I’ll get to my destination • Reduce slow zones • No. of delays caused by signal defect as I expect.” • Improve predictability of rail run times • % of slow zone mileage • Customers per slow zone mile • Run times and wait times Place: • • Upgrade high ridership rail facilities • • No. of stations rated excellent experience “CTA stops are at convenient •Safe and clean Attract more concessions and build out TOD Concession vacancy rate places. Riding the CTA is • Reduce deep clean interval • Cleanliness scores always pleasant and hassle •Comfortable ride • Improve track conditions • Days between deep cleans •Easy to use free. I know I’ll be safe • Improve customer information feed forward: • TOD metric •Convenient location because I can’t remember the digital boards • Power and Way metric • Improve simplicity of signage • No. of crimes reported on CTA properties last time it had an incident.” • Launch next-generation fare media • No. of customer injuries and incidents of 3d • Reduce crime on the system party property damage • Reduce customer injuries and property damage Price: • Bus and rail lean operations • Reduce cost of support services • • Cost per average service hour “CTA is great for everyday use •Affordable for everyday use Revenue per average service hour because it’s something I can • Reduce cost of materials and supplies while • Return on assets afford and it’s good value for •Efficient cost and resource maintaining existing service levels • Variance budget to actual management the money.” • Increase non-farebox revenue • Inventory turns •Maximize revenue • Increase route revenue productivity • Overhead as % of total cost generating assets • Increase return on funds invested • Return on financial investments • Change funding formula • Total non-farebox revenue • Increase state and federal funds • Revenue per rider Promotion: • • Expand availability and reliability of Bus Tracker • Bus Tracker/AVAS Defect • Customer satisfaction with website/Bus “CTA is always open and •Consistent and relevant Improve web-based customer interaction honest. They let me know • Deliver CTA information to mobile/cell devices Tracker what I need to know when I delivery of CTA’s brand • Improve communication to LEP communities • No. of web hits need to know.” • No. of Bus Tracker users Mission: We deliver quality, affordable transit services that link people, jobs and communities.
  11. 11. As a result we want to be able to call ourselves: 11

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