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\chapter{11}{The Case for Marketing and Customer Service}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service}
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\quotation{We’re obviously going to spend a lot in marketing because we think the product sells itself.}{James Allchin, former Microsoft executive, 1951 -}
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Marketing is a broad term that encompasses everything from branding and market research to public relations and advertising. It is difficult to overstate the critical role that marketing and customer service play for BRT, given the often-negative image of bus-based public transport in some cities around the world. Just as with communications planning and public participation, marketing is sometimes seen as an add-on, rather than a core function, of the BRT plan. In reality, marketing and customer service make up a BRT system’s public image. The first impression that most people will have of your system, whether or not they are users, depends on how well you position and promote your system’s brand. Good public transport is a hallmark of a world-class city, and a positive image of a system can spur economic development, revitalize neighborhoods, and improve quality of life. A better public image attracts riders and investors, increasing the likelihood of service expansions and improvements. A good marketing campaign demonstrates professionalism and modernity, and will not only “sell” the new service, but will also help instill pride in it and, by extension, in the host city. This chapter will review some basic components of branding, marketing, and customer service for a BRT system. The first section covers branding, from logo to typeface to uniforms to communicating a brand. The second section then reviews ways to reinforce and market that brand with taglines, messaging, and a summary of the outreach steps outlined in the previous chapters. The third section focuses on customer service, which is the service portion or “face” of a marketing plan. Good customer service will elevate a brand, while poor customer service will undermine it.\par
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\section{1}{Branding}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:branding}
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\quotation{Make it simple. Make it memorable. Make it inviting to look at. Make it fun.}{Leo Burnett, advertising executive, 1891-1971}
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There are many definitions of branding. Like marketing, it is a broad term. Marty Neumeier, marketing expert and author of The Brand Gap, describes an organization’s brand as “a person’s gut feeling about a product, service, or company.” A strong, coherent brand can showcase a BRT system as modern, efficient, rapid, reliable, convenient, comfortable, and safe. It should also incorporate positive local values, best determined by extensive market research.\par
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A system’s branding, that is, name, logo, and tagline, should be crafted with great care by a professional marketing firm. They constitute the basic building blocks of the brand. However, a brand is more than simply graphics: the constituent parts of the BRT service, from the vehicles and livery, the BRT terminal, the stations and stops, the signage, to the uniforms, the messages, and the communications, are integral elements of the brand. These should create a recognizable, seamless, and cohesive statement about the BRT, expressing three interrelated themes:\par
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\begin{itemize}
\item A clear and comprehensible presentation;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 20-21: code points 1-0
\item A symbol of the service;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 21-22: code points 1-0
\item The values of the service.% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 22-22: code points 1-32
\end{itemize}
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On a functional level, the brand must also be:\par
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\begin{itemize}
\item Distinctive;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 25-26: code points 1-0
\item Recognizable;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 26-27: code points 1-0
\item Transferable across different media;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 27-28: code points 1-0
\item Reflective of the local area;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 28-29: code points 1-0
\item Enduring.% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 29-29: code points 1-15
\end{itemize}
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Durability of the brand is an important quality, particularly if it is taxpayers who are funding the program. Design solutions that are too contemporary or ephemeral run the risk of becoming outdated, and while all brands need refreshing in time, rebranding too often, such as every few years, is counterproductive to the entire point of a brand, which should be a consistent symbol. While there are plenty of branding examples to look to in everyday life, it is important to remember that what is acceptable in the commercial arena is not necessarily appropriate in the public sector, and what might be clever and witty today may quickly become stale.\par
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There are generally five stages to developing a brand:\par
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\begin{itemize}
\item The brief: This is a document produced by a requesting party to be used by such as advertising agencies to produce a visual design, a promotional video, advertising copy, a web site for promotion via the Internet, or other collateral and physical materials;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 40-41: code points 1-0
\item Concept and research: The concept is the elemental visual realization of the brief’s objectives, the logo, colors, typography, that is, informed and verified by customer and peer research;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 41-42: code points 1-0
\item Design development and research: Having established the concept, it is then developed to ensure it can be physically applied to the services media and infrastructure. Any evolutions of the concept need to be reviewed to ensure that it remains true to its original values;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 42-43: code points 1-0
\item Consolidating the brand architecture: This stage is primarily to bring together the various elements generated in the design development into a single resource; often referred to as a “Design Guide” or “Brand Guidelines” for use both internally and by third parties responsible for applying the brand;% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 43-44: code points 1-0
\item Implementation: With the guidelines in place the brand can be physically applied to the various media channels and infrastructure, that is, website, print, communications, liveries, and stops, etc.% @ guide/11-the-case-for-marketing-and-customer-service/branding.src: lines 44-44: code points 1-203
\end{itemize}
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Source: http:\slash{}\slash{}www.businessdictionary.com\slash{}definition\slash{}creative-brief.html\par
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There are, of course, varied approaches to creating a brand, but these elements are fairly universal.\par
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\section{2}{The Branding Brief}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:the-branding-brief}
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\quotation{You now have to decide what ‘image’ you want for your brand. Image means personality. Products, like people, have personalities, and they can make or break them in the market place.}{David Ogilvy, advertising executive, 1911 - 99}
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		\fignote{1}{Fig. 11.1The Janmarg BRT in Ahmedabad, India, is branded as “the people’s way,” which gives the system an inclusive feel.\label{chapter:the-case-for-marketing-and-customer-service:figure:fig-111the-janmarg-brt-in-ahmedabad-india-is-branded-as-the-peoples-way-which-gives-the-system-an-inclusive-feel}}{Image courtesy of Meena Kadri, Flickr.}
	}
\fi

The brief sets the agenda for the brand and subsequently informs the creative process. The brief’s author will, of course, vary according to ownership structures and other factors; but whomever the responsibility falls to should ensure that the brief is developed using a collaborative process. Creating the brief offers the chance to build consensus among the stakeholders about the goals and purpose of the service and the message that the brand needs to convey. A collaborative process will also help develop allies in enforcing the brand during implementation. Finally, the brief must provide a clear guide to the graphic designer, copywriter, and other creative professionals who will use this as a road map to develop the brand elements.\par
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When composing the BRT brief it is vital to keep in mind that BRT differs from most commercial brands in that BRT is a universal offering: it should appeal to the old, young, rich, poor, able-bodied, and disabled. There may be situations where it is beneficial to appeal to a target group—for example, low-income commuters—but it can be done in a way that is still appealing to a larger constituency. For example, in Ahmedabad, India, the Janmarg BRT was branded as “the people’s way.” This makes it clear to low-income groups that they are welcome, that this is a system for them, but is general enough to appeal to the majority of residents.\par
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Briefs can vary in levels of prescription in terms of how much has been predefined through either the stakeholder consultation or the visual proximity the service should have with other transport modes. The system may perhaps be completely new in an area where there has historically been little or no public transport in the conventional sense, or it may be a new mode as part of a mature and highly developed network.\par
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\subsection{1}{The Elements of a Creative Brief}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:the-branding-brief:subSection:the-elements-of-a-creative-brief}
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A creative brief is a document created through initial meetings, interviews, and discussions with BRT system officials and designers, and it is informed by stakeholder research. When developing a brief, less is more. This is a simple, clear, and concise document that only needs to contain the essential details. A good creative brief should answer the following key questions:\par
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\begin{itemize}
\item What is the project?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 41-42: code points 1-0
\item Who is it for?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 42-43: code points 1-0
\item Why are we doing it? What needs to be done? By whom? By when?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 43-44: code points 1-0
\item Where and how will it be used?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 44-44: code points 1-36
\end{itemize}
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Too much information can be confusing, interpreted differently, and can set the team on the wrong path, wasting time and money. Instead, focus on defining and articulating the basics:\par
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\begin{itemize}
\item The situation: What is the context? What concerns need to be addressed? Do a SWOT (strengths, weaknesses, opportunities, and threats) analysis;% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 48-49: code points 1-0
\item The objective: What are you trying to accomplish with this?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 49-50: code points 1-0
\item The audience: Who is the audience and why should they care? Which target groups and stakeholders should be prioritized?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 50-51: code points 1-0
\item The core idea: What is your brand’s promise or values that address the needs of your audience?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 51-52: code points 1-0
\item The strategy and messages: How can you explain what you are offering in a way to which your audience will respond?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 52-53: code points 1-0
\item The tactics: What tactics will best support sharing the core idea and strategy?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 53-54: code points 1-0
\item The creative tone: What is your brand’s personality? What values should it convey?% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 54-55: code points 1-0
\item The budget: This determines the strategy and options for dissemination;% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 55-56: code points 1-0
\item The time line: Set a realistic time frame to develop, refine, test, and launch the brand.% @ guide/11-the-case-for-marketing-and-customer-service/the-branding-brief.src: lines 56-56: code points 1-95
\end{itemize}
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Source: http:\slash{}\slash{}lrxd.com\slash{}blog\slash{}how-to-successfully-position-a-brand-the-essentials-of-a-creative-brief.\par
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It is important to include input from both the planning team and stakeholder research in the brief. If the design and service standards across a system are both high, the customers will respond. However, it is important to remember that even great branding cannot mask poor service.\par
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\section{3}{Concept and Research}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:concept-and-research}
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\quotation{Business has only two functions—marketing and innovation.}{Peter Drucker, writer and consultant, 1909-2005}
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Customer research is an important part of the process, and it should be aligned with the public participation process discussed in Chapter 9: Strategic Planning for Communications and Chapter 10: Public Participation. As with the design process, there are many different methodologies as to how and when market research should be used. Perhaps the most important thing to bear in mind is that research should be used to inform the design process—not dictate it. The makeup of this working group usually involves someone from the client side, marketing, and operations. Where there is no in-house expertise, the professional advisers are sometimes advertising and PR agencies or design and branding consultancies.\par
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This process will generate a long list of potential ideas. These should be reduced to three to five “contenders.” These contenders are then used as the basis for the initial design concepts that explore logos, colors, and typography and sample applications of these. These concepts are then tested on focus groups representative of the target markets. From these groups, a consensus should emerge as to what is the most preferable direction for further development.\par
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An early understanding and identification of who to involve in the branding process is key. Chapter 9: Strategic Planning for Communications takes a detailed look at stakeholder identification, but the following groupings are typical:\par
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\begin{itemize}
\item Politicians;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 25-26: code points 1-0
\item Planners;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 26-27: code points 1-0
\item Transport user groups;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 27-28: code points 1-0
\item Disability groups;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 28-29: code points 1-0
\item Civil societies;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 29-30: code points 1-0
\item Chambers of commerce;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 30-31: code points 1-0
\item Customers, that is, women, men, parents and children, mobility impaired, car users, students, commuters;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 31-32: code points 1-0
\item Planning and development authorities (where there are environmental and infrastructure considerations).% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 32-32: code points 1-109
\end{itemize}
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With these thoughts in mind, we can look at the brand’s building blocks in more detail.\par
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\subsection{1}{Naming}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:concept-and-research:subSection:naming}
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		\fignote{2}{The Busway BRT in Brisbane, Australia, embraces the bus name, as some cities choose to move away from it in branding their BRT systems.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-busway-brt-in-brisbane-australia-embraces-the-bus-name-as-some-cities-choose-to-move-away-from-it-in-branding-their-brt-systems}}{Photo courtesy of Neal Jennings, Flickr.}
	}
\fi

In the case of BRT, some systems, such as TransMilenio, have moved away from the conventional bus mode, dispensing with the word bus altogether. However, some, such as Brisbane, Australia, and its “busway” have demonstrated that it is possible to have a well-executed generic solution.\par
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The word bus is, after all, part of the lingua franca of transportation along with other words such as trans, express, metro, line, and so on. Coupling these words with a place can turn the generic into the local. This is particularly pertinent to systems that expect high numbers of foreign visitors.\par
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There are many different categories from which a brand name can be derived, but they tend to fall into one of five categories and can be generic, local, or abstract. This is best demonstrated by using airlines as examples:\par
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		\fignote{3}{In London, the descriptive approach can be seen with Transport for London (TFL) buses and the London Underground.\label{chapter:the-case-for-marketing-and-customer-service:figure:in-london-the-descriptive-approach-can-be-seen-with-transport-for-london-tfl-buses-and-the-london-underground}}{Photo courtesy of ITDP.}
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\begin{itemize}
\item Descriptive: British Airways (the airline of the United Kingdom);% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 56-57: code points 1-0
\item Abbreviated: Pan Am (short for Pan American);% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 57-58: code points 1-0
\item Initials or acronym: Qantas (Queensland and Northern Territory Aerial Services);% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 58-59: code points 1-0
\item A made-up name: Allegiant (a low-cost, US-based carrier);% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 59-60: code points 1-0
\item An analogy: Garuda (mighty Garuda is the lord of the birds in Indonesian mythology).% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 60-60: code points 1-90
\end{itemize}
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		\fignote{4}{A great example of the analogy can be found in Orlando, Florida, USA with the LYNX bus system where routes are referred to as links, an effective play on the words links and lynx and the system uses the memorable paw print logo.\label{chapter:the-case-for-marketing-and-customer-service:figure:a-great-example-of-the-analogy-can-be-found-in-orlando-florida-usa-with-the-lynx-bus-system-where-routes-are-referred-to-as-links-an-effective-play-on-the-words-links-and-lynx-and-the-system-uses-the-memorable-paw-print-logo}}{Photo courtesy of gillphoto, Flickr.}
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		\fignote{5}{Acronyms can be either generic or local. The Las Vegas MAX (Metropolitan Area Express) is a good example of first finding the word you want, and then creating the acronym.\label{chapter:the-case-for-marketing-and-customer-service:figure:acronyms-can-be-either-generic-or-local-the-las-vegas-max-metropolitan-area-express-is-a-good-example-of-first-finding-the-word-you-want-and-then-creating-the-acronym}}{Photo courtesy of ITDP.}
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\fi

Other acronyms may appear to be less exciting, but it is more important that they be aligned with their context. Curitiba, Brazil, for example, is not Las Vegas, and its Rede Integrada de Transporte (RIT) name should not be discounted because it is not perceived to be a “fun” or “exciting” brand. The high design standards and quality of the Curitiba system tell people much more than the name ever will. If the service delivers what people want, creative and adventurous advertising campaigns can be built around the brand to communicate with different target markets across multimedia platforms. RIT works because the name RIT is associated with an excellently conceived and executed system, and so in many ways the name has less importance attached to it.\par
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		\fignote{6}{Curitiba, Brazil is the birthplace of BRT.\label{chapter:the-case-for-marketing-and-customer-service:figure:curitiba-brazil-is-the-birthplace-of-brt}}{Photo courtesy of ITDP.}
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The greatest name in the world will quickly become tarnished and ridiculed if the service it represents is poor or promises more than can realistically be delivered.\par
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Another good example of an abbreviated brand name is NWM, Network West Midlands, the public transport brand of Centro, the West Midlands Passenger Transport Executive (PTE) in the United Kingdom. A BRT system is currently being considered for integration into the NWM for the area and an icon will subsequently be developed as a part of the NWM branding.\par
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		\fignote{7}{An interesting example of a made up name can be seen in Cleveland, Ohio where the BRT is sponsored by the Cleveland Clinic and University Hospital and is called the “HealthLine.” Here there is a synergy between health care providers and the positioning of the BRT as a greener, and therefore healthier, way to travel.\label{chapter:the-case-for-marketing-and-customer-service:figure:an-interesting-example-of-a-made-up-name-can-be-seen-in-cleveland-ohio-where-the-brt-is-sponsored-by-the-cleveland-clinic-and-university-hospital-and-is-called-the-healthline-here-there-is-a-synergy-between-health-care-providers-and-the-positioning-of-the-brt-as-a-greener-and-therefore-healthier-way-to-travel}}{Photo courtesy of ITDP.}
	}
\fi

\subsection{2}{The Logo}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:concept-and-research:subSection:the-logo}
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		\fignote{8}{Logo for Transjakarta BRT.\label{chapter:the-case-for-marketing-and-customer-service:figure:logo-for-transjakarta-brt}}{Image courtesy of Transjakarta}
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		\fignote{9}{Logo for Transmilenio BRT.\label{chapter:the-case-for-marketing-and-customer-service:figure:logo-for-transmilenio-brt}}{Image courtesy of TransMilenio.}
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		\fignote{10}{Logo for Guangzhou BRT\label{chapter:the-case-for-marketing-and-customer-service:figure:logo-for-guangzhou-brt}}{Image courtesy of Guangzhou BRT.}
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		\fignote{11}{Logo for Janmarg BRT.\label{chapter:the-case-for-marketing-and-customer-service:figure:logo-for-janmarg-brt}}{Image courtesy of Janmarg.}
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The logo is the most recognizable piece of branding. A logo can be a symbol, a word or words known as a logotype, or a combination of both. Logos can be, but do not have to be, literal interpretations or representations of what they represent. Although commercially the majority of logos are abstract, in the public realm it often makes the most sense to stick with the principle of simplicity. Since BRT is a service for the public supported by taxes, rather than an optional product, its symbol should be easy to understand.\par
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Basically, a good logo must be:\par
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\begin{itemize}
\item Simple;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 115-116: code points 1-0
\item Memorable;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 116-117: code points 1-0
\item Timeless;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 117-118: code points 1-0
\item Versatile;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 118-119: code points 1-0
\item Appropriate.% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 119-119: code points 1-18
\end{itemize}
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Some of the most recognizable BRT logos are shown in Figures 11.8 through 11.11.\par
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\subsection{3}{Colors and Typography}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:concept-and-research:subSection:colors-and-typography}
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Although it may seem like a minor decision, advertising research tells us that color influences brand recognition by up to 80 percent; it also tells us that people will make a subconscious judgment within ninety seconds, and the first thing they notice is color. Colors influence public receptiveness to the system as well as reinforce the system’s meaning to the community. There are, however, practical considerations to be taken into account with BRT, such as climate in relation to livery (or uniform insignia), for example. The livery is a vital part of the brand and an important touchstone, so weather conditions and cleaning measures will influence appropriate colors. Therefore, the colors used within the logo and the physical system should be carefully considered for both practical and promotional uses.\par
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		\fignote{12}{The BRT in Lima uses orange and green to stand out from other transport in the city.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-brt-in-lima-uses-orange-and-green-to-stand-out-from-other-transport-in-the-city}}{Image courtesy of Fundación Ciudad Humana.}
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		\fignote{13}{The BRT running from Pune to Pimpri-Chinchwad in India has the name “Rainbow.” This is a great example of assigning a made-up name with positive associations locally and allows for colorful and positive branding. This logo and typeface works well both in English and Sanskrit.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-brt-running-from-pune-to-pimpri-chinchwad-in-india-has-the-name-rainbow-this-is-a-great-example-of-assigning-a-made-up-name-with-positive-associations-locally-and-allows-for-colorful-and-positive-branding-this-logo-and-typeface-works-well-both-in-english-and-sanskrit}}{Photo courtesy of PMPML.}
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Once selected, the color scheme should be applied consistently across different media, understanding that print colors such as Pantone do not always have matching colors in, say, powder coating systems where RAL colors—a standardized set of colors used in Europe—are prevalent, and the colors you see on a computer screen are not the same colors you see in print.\par
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In choosing colors the design team should review literature on color theory (for example, http:\slash{}\slash{}www.colorcom.com\slash{}research\slash{}consumer-color-preferences). The use of color, particularly in branding, is a well-studied science, which has proven that different colors produce different reactions. For example, yellow and orange and some variations of red have been shown to make people hungry, which is why most fast food chains, such as McDonalds and KFC, have chosen colors from this spectrum. As with all elements of branding, however, local context and culture are important, so ensure that any use of color theory is backed up with local expertise.\par
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Given the broad constituency BRT systems need to reach, including different languages and levels of literacy, typography also should be applied with the same principle of simplicity and universal appeal.\par
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Font type, size, color, and background all need to be taken into account. Generally speaking, sans serif and lowercase fonts are more legible, and color contrast is also important. However, this also depends on the local language context.\par
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		\fignote{14}{Mexico City’s Metrobús.\label{chapter:the-case-for-marketing-and-customer-service:figure:mexico-citys-metrobs}}{Image courtesy of Hook89, Wikimedia Commons.}
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In some cases, research may show that a hyper-local approach, using the local language primarily, will work best. In others, and increasingly common in world cities, using English in place of, or in addition to, a local language can give the system a more modern and international look and feel.\par
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The image (colors, logo, and typography) for Mexico City’s Metrobús is an example of an inclusive and integrating brand. It was important to the city to establish a strong statement of the project, since there was initial social resistance to it, from former operators and public transport users alike. The color red, the simple solid logo, and the clean type supported the idea of an energetic, modern, and efficient mode of transportation. Since the system was competing with microbuses, which were not nearly as attractive, having this strong image helped the city promote Metrobús as a serious, professional product.\par
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\subsection{4}{Core Communications: The Route Map}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:concept-and-research:subSection:core-communications-the-route-map}
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The most practical and essential element of the overall visual communications package is the route map. As previously discussed, visual renderings and station prototypes of a new system are a standard part of any marketing efforts. Sophisticated renderings of a system can do much to stimulate public enthusiasm for the project. In addition, simulation videos that highlight current problems with the transportation system, followed by a visual portrayal of the future system, can also be an effective marketing tool.\par
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Regardless of the complexity of the route or routes, the route map should strictly adhere to the brand guidelines in terms of presentation, color, and typography.\par
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		\fignote{15}{The TransJakarta route map is an example of a complex system that is streamlined by a route map encompassing the logo, system colors, and typography to maintain consistent branding.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-transjakarta-route-map-is-an-example-of-a-complex-system-that-is-streamlined-by-a-route-map-encompassing-the-logo-system-colors-and-typography-to-maintain-consistent-branding}}{Photo courtesy of TransJakarta.}
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		\fignote{16}{The system map for the Metrovía system in Guayaquil, Ecuador, shows a more detailed version of the BRT line.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-system-map-for-the-metrova-system-in-guayaquil-ecuador-shows-a-more-detailed-version-of-the-brt-line}}{Photo courtesy of Lloyd Wright.}
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The route map can be a stand-alone piece of collateral and can be assimilated into a network map comprising other modes. In the latter case, it is likely that the visual parameters will be determined by the structure of the network.\par
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\subsection{5}{Core Communications: Wayfinding}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:concept-and-research:subSection:core-communications-wayfinding}
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		\fignote{17}{Large and well-placed signage helps customers find the public transport they are looking for quickly in this Nagoya, Japan, multimodal terminal.\label{chapter:the-case-for-marketing-and-customer-service:figure:large-and-well-placed-signage-helps-customers-find-the-public-transport-they-are-looking-for-quickly-in-this-nagoya-japan-multimodal-terminal}}{Image courtesy of Lloyd Wright.}
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		\fignote{18}{Signage in a station in Quito provides clear guidance to customers.\label{chapter:the-case-for-marketing-and-customer-service:figure:signage-in-a-station-in-quito-provides-clear-guidance-to-customers}}{Photo courtesy of Lloyd Wright.}
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Another key component is signage and wayfinding. Particularly in a dense city center with other transport, good signage can be essential in increasing and keeping your ridership high. This is particularly important for visitors, who, depending on your fare structure, may pay more to ride the BRT than do local residents.\par
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		\fignote{19}{Transport for London is well-known for its effective wayfinding in a complex and sprawling city.\label{chapter:the-case-for-marketing-and-customer-service:figure:transport-for-london-is-well-known-for-its-effective-wayfinding-in-a-complex-and-sprawling-city}}{Photo courtesy of TheIntrepidTraveller, Wikimedia Commons.}
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TFL’s four design rules for their interchanges offer guidance for other systems and are good governing principles for all user-information systems:\par
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\begin{itemize}
\item Efficiency: Place user information at decision points where pedestrians can easily read it without obstructing the movement of others;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 213-214: code points 1-0
\item Usability: The design and placement of signage, maps, kiosks, and ticket machines should make the public transport system easy to use for all customers, including people with limited mobility. Information should be illuminated at night;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 214-215: code points 1-0
\item Understanding: Facilitate navigation and movement by designing information systems that are intuitive for all users and well placed. Post signage and information where customers need it;% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 215-216: code points 1-0
\item Quality: Use high-quality and well-designed materials to help improve the user experience and enhance a public transport system’s values of modernity, cleanliness, and quality. Wherever possible, use vandal-proof material.% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 216-216: code points 1-228
\end{itemize}
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\subsection{6}{Core Communications: Livery}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:concept-and-research:subSection:core-communications-livery}
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		\fignote{20}{Advertising can be a significant revenue stream and can take many forms, from complete wraps to partial wraps and hoardings.\label{chapter:the-case-for-marketing-and-customer-service:figure:advertising-can-be-a-significant-revenue-stream-and-can-take-many-forms-from-complete-wraps-to-partial-wraps-and-hoardings}}{Photo courtesy of Strauss of Orlando LYNX.}
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		\fignote{21}{Visual clutter from hanging advertisements in Japanese rail systems can hamper the customer’s ability see other information, such as system maps, as well as reduce outside visibility.\label{chapter:the-case-for-marketing-and-customer-service:figure:visual-clutter-from-hanging-advertisements-in-japanese-rail-systems-can-hamper-the-customers-ability-see-other-information-such-as-system-maps-as-well-as-reduce-outside-visibility}}{Photo courtesy of Lloyd Wright.}
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Livery is an integral part of the brand architecture and one of its most visible manifestations. It is the common design scheme or identity a company uses on its vehicles and uniforms. Livery is more than simply how the vehicle is wrapped or painted, it is also the interior design, the driver’s uniform, and it can appear on many other branded pieces. Liveries should be used to convey the overriding brand values of the BRT system. For example, the main attribute might be speed, safety, local, premium, or generic, depending on the needs and expectations of the local context.\par
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There are a number of factors to consider when designing a livery, such as consistency with the branding, vehicle design, climate, and advertising. The livery should, whenever possible, follow the brand color and carry the logo and any tagline. Where vehicles can be dedicated to a particular route, the inclusion of a visible route map or list of key destinations can be a powerful way of promoting the service.\par
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Often a color-coding system is used to brand and differentiate routes or “lines.” While this is helpful to the customer, there is a trade-off; it may limit the flexibility of both the public and contracted fleets to operate on different lines as needed.\par
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Climate and weather can also play an important part in the livery design. In a hot and dusty environment, the vehicles may quickly become discolored. This is obviously unavoidable, but if it is the prevalent condition then a distinctive livery can mitigate the effect (as can a routine cleaning and maintenance program).\par
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The vehicle and its design will dictate the livery parameters to a large extent. Today’s vehicles have large areas of glass all around, usually with solar control that darkens the overall appearance of the vehicle. Many vehicles are now using perforated vinyl that allows advertising and branding over windows, but this limits visibility, and safety issues should be well reviewed.\par
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In other transport modes, accessibility is highly regulated in terms of livery, particularly around the visibility of doors. Designers often like to have minimal visual interruption to their liveries. However, greater accessibility is a goal that all operators must aspire to and the challenge is to create a design that works for everyone.\par
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Advertising can be a source of much-needed revenue for BRT systems, but careful consideration must be given to the amount of advertising a vehicle can reasonably handle. The more of the services “real estate” that is given over to someone else’s brand, the more it undermines your own. If advertising is a critical part of the business plan, it is advisable to look for products or organizations that align with the system’s own brand values. Some transport systems, such as the MTA New York City Transit, offer discounts to advertisers whose ads are transport-themed and adhere to MTA branding guidelines.\par
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\highlight{Uniforms}\par
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		\fignote{22}{An example of how uniforms can reflect the “personality” of the brand: In Japan, the Keihan railways system reflects a professional and formal branding.\label{chapter:the-case-for-marketing-and-customer-service:figure:an-example-of-how-uniforms-can-reflect-the-personality-of-the-brand-in-japan-the-keihan-railways-system-reflects-a-professional-and-formal-branding}}{Image courtesy of Keihan Railways}
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		\fignote{23}{An example of how uniforms can reflect the “personality” of the brand: In Bogotá, TransMilenio staff are casual and approachable. Each reflects the intended personality of their respective brands.\label{chapter:the-case-for-marketing-and-customer-service:figure:an-example-of-how-uniforms-can-reflect-the-personality-of-the-brand-in-bogot-transmilenio-staff-are-casual-and-approachable-each-reflects-the-intended-personality-of-their-respective-brands}}{Image courtesy of Lloyd Wright.}
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Uniforms, a component of livery, are an important part of the brand and communicate a great deal to your customers and potential customers about the people and the business behind the service. While the uniform is an effective advertisement for the BRT and helps build the brand, it also enables employees to feel part of a unified, professional team.\par
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As with all elements that combine to make a brand identity, uniform design should take into account the following questions:\par
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\begin{itemize}
\item How will the uniforms reflect the personality and values of the brand?% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 278-279: code points 1-0
\item Should the uniforms reflect local or national traditional forms of dress or should the forms be purely “international”?% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 279-280: code points 1-0
\item What are the climactic working conditions for the range of jobs and activities, including those who spend more time outside than in, vice versa, or both? What fabrics make sense?% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 280-281: code points 1-0
\item What is the age range of the staff across gender?% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 281-282: code points 1-0
\item What are the trade union requirements?% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 282-282: code points 1-44
\end{itemize}
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Compare a polo shirt to a “military” style shirt. If an airplane pilot turned up in a baseball cap and polo shirt, one might question the seriousness and professionalism of the airline. A bus driver is just as responsible for safety as a pilot; but a BRT system may want to convey a friendlier face, as the driver is generally more accessible to customers than is a pilot. Station attendants or customer service representatives, likewise, may want a casual look that will make them more easily approachable, especially since their jobs require more freedom of movement.\par
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Cultural and social conditions will also influence what makes for the most appropriate uniforms for your particular service. For example, in an urban service, security may be an overriding issue so it may be appropriate to feature military styling to convey a sense of authority. In a relaxed, leisure-oriented location, a more casual uniform might be more effective branding.\par
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\subsection{7}{Copyright}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:concept-and-research:subSection:copyright}
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		\img{\hsize}{communications-and-marketing/assets/3a41c299198016d7e9196836abe9c64e3c734d39.jpeg}
		\fignote{24}{When the Guayaquil Metrovía system opened, the “Metrovía Delicatessen” followed. Using the system name for commercial purposes should be a concern for authorities, who should seek copyright protection for the system name to ensure that branding guidelines are followed. Photo\label{chapter:the-case-for-marketing-and-customer-service:figure:when-the-guayaquil-metrova-system-opened-the-metrova-delicatessen-followed-using-the-system-name-for-commercial-purposes-should-be-a-concern-for-authorities-who-should-seek-copyright-protection-for-the-system-name-to-ensure-that-branding-guidelines-are-followed-photo}}{Lloyd Wright.}
	}
\fi

Trademarks and copyrights should protect the new system’s image, brand name, logo, and tagline, as they will be important assets for the system. The copyright should be held by the public authority and not by any of the related private sector firms, such as the vehicle operating companies or the marketing firms.\par
% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 303-306: code points 1-6

A successful system will likely generate some imitation. For example, various businesses in Bogotá have adapted the name of TransMilenio in order to cash in on the system’s success. Within a week of opening the Metrovía system in Guayaquil, Ecuador, businesses started expropriating the system name. As is often said, imitation is a form of flattery, and this is particularly the case for a city service.\par
% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 308-311: code points 1-92

Others will only try to expropriate the system’s name if the name is perceived to have substantial value. To some extent, small-time borrowing of the system name should not be a significant concern, and in fact, can aid in marketing the system. However, if an outside firm is making a significant gain from the use of the name or image, or if the outside usage of the name or image could lead to a degradation of the system’s public image, then legal action should be considered on a case-by-case basis.\par
% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 313-317: code points 1-93

Illegal borrowing of the name or image can be a particular concern with merchandising. As noted in Chapter 17: Financing, merchandising T-shirts, toy vehicles, and other items with the system name and logo can be a modest source of system revenue. If private companies take the lead in doing this type of merchandising, then the system forfeits revenue. In Bogotá, at first, street vendors sold many TransMilenio toy vehicles until TransMilenio itself took action to intercede and finally begin merchandising efforts itself.\par
% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 319-324: code points 1-7

Joint marketing efforts with corporate or other organizational partnerships can be an effective way to broaden the reach of the system’s message. For example, the favorable response to the TransMilenio system and its positive image among the general public attracted a lot of requests for sponsorship and co-marketing from the business community. A prestigious bank, for instance, offered a generous advertising budget to promote the system in exchange for permission to display its support for landmark ventures like TransMilenio in its official logo.\par
% @ guide/11-the-case-for-marketing-and-customer-service/concept-and-research.src: lines 326-332: code points 1-0

\section{4}{Design Development: Feedback and Adjustments}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:design-development-feedback-and-adjustments}
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 3-107: code points 1-7

\quotation{The business of the advertiser is to see that we go about our business with some magic spell or tune or slogan throbbing quietly in the background of our minds.}{Marshall McLuhan, philosopher and public intellectual, 1911 - 1980}
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 5-7: code points 1-68

Once the concept and core communications have been developed, they will need to be reviewed, fine-tuned, and tested. This is the time to go back to the stakeholders and target groups that were previously engaged in the process to solicit their feedback. This is also the time to present options for adjustment to the project group to review and approve.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 9-12: code points 1-40

It is important to remember that feedback loops are part of the process. A negative reaction to a logo or color scheme should not be seen as a failure, but rather as an opportunity to create a better brand that better suits your audience. It is also an opportunity to ensure that your brand has remained true to the original values set forth in the branding brief.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 14-17: code points 1-55

Once there has been a consensus on the brand that has been tested and approved, you can move on to bolstering your brand with complementary messaging, targeting your audiences, and preparing for implementation.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 19-19: code points 1-210

\subsection{1}{System Tagline\slash{}Slogan}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:design-development-feedback-and-adjustments:subSection:system-taglineslogan}
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 21-44: code points 1-102

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		\img{\hsize}{communications-and-marketing/assets/9ae380c3ade368085135448733218fc08bbfb14f.jpeg}
		\fignote{25}{The marketing announcement for the Orange Line BRT in Los Angeles highlights the time-saving aspect of the service.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-marketing-announcement-for-the-orange-line-brt-in-los-angeles-highlights-the-time-saving-aspect-of-the-service}}{Image courtesy of Los Angeles County Metropolitan Transit Authority}
	}
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		\img{\hsize}{communications-and-marketing/assets/95ea34e8cfde5335cc79e45d080d8bc15ce7ac5d.jpeg}
		\fignote{26}{The public transport system of Ottawa, Ontario, Canada focuses on the universal use of the system for all your public transport needs.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-public-transport-system-of-ottawa-ontario-canada-focuses-on-the-universal-use-of-the-system-for-all-your-public-transport-needs}}{Image courtesy of OC Transpo}
	}
\fi

Creating public recognition of the system can be bolstered by a slogan or tagline that accompanies the name and logo. The message from such a slogan may highlight an aspect of the system that is of particular value to the targeted audience. For example, the message may stress the time-saving aspects, the level of convenience and comfort, or the modernity of the system. Above all, the slogan should be inspirational in motivating customer usage of the system. Some sample BRT slogans:\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 28-33: code points 1-0

\begin{itemize}
\item Rapid transit for everyone;% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 33-34: code points 1-0
\item The fastest way around the city;% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 34-35: code points 1-0
\item Relax and leave the driving to us;% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 35-36: code points 1-0
\item Not just another bus;% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 36-37: code points 1-0
\item Wherever life takes you;% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 37-38: code points 1-0
\item Connecting people to life;% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 38-39: code points 1-0
\item When you need to get there;% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 39-40: code points 1-0
\item The easy way to work;% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 40-41: code points 1-0
\item Never sit in traffic again.% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 41-41: code points 1-33
\end{itemize}
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 33-41: code points 1-33

Not every system has a tagline, but when used, taglines should be visually integrated into the design sometimes as part of the logo, sometimes independently, in the same way as the logo, name, and livery.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 43-44: code points 1-102

\subsection{2}{Market Segmentation}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:design-development-feedback-and-adjustments:subSection:market-segmentation}
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 46-107: code points 1-7

The market segmentation process will be informed by the stakeholder analysis (see Chapter 9: Strategic Planning for Communications) and the communications team will develop messages as well as devise strategies and tactics for reaching individual audiences. Determining what messages and modes of transmitting them will appeal to which group is the key challenge for and job of the communications team, as described in Chapter 9.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 48-53: code points 1-0

\tabletitle{1}{Potential Marketing Messages for Market Segments}
\label{chapter:the-case-for-marketing-and-customer-service:table:potential-marketing-messages-for-market-segments}
\halign to 30\tablemodule{%
	\vtop{\sffamily\footnotesize\noindent\hsize=10\tablemodule#}\hbox to 0.5\tablemodule{}&
	\hbox to 0.5\tablemodule{}\vtop{\sffamily\footnotesize\noindent\hsize=19\tablemodule#}\cr
	\color{gray75}\bfseries Market Segment& \color{gray75}\bfseries Potential Messages \cr
	\noalign{\vskip 1mm} \hline \noalign{\vskip 2mm} 
	\color{gray50}Students&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Availability of student discounts% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 59-59: code points 6-44
	\color{gray50}\item Mobile phone payment and apps% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 59-59: code points 45-79
	\color{gray50}\item Social atmosphere of system% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 59-59: code points 80-112
	\color{gray50}\item Independence% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 59-60: code points 113-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 59-60: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Parents&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Security and safety for children% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 62-62: code points 6-43
	\color{gray50}\item Cost-effectiveness of system% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 62-62: code points 44-77
	\color{gray50}\item Off-peak services that cater to errands% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 62-62: code points 78-122
	\color{gray50}\item Young children enjoy riding the bus% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 62-63: code points 123-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 62-63: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Professionals&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Work or relax while commuting% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 65-65: code points 6-40
	\color{gray50}\item Travel time savings% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 65-65: code points 41-65
	\color{gray50}\item Technological aspects of the new system% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 65-65: code points 66-110
	\color{gray50}\item High-quality image\slash{}status of the new system% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 65-65: code points 111-159
	\color{gray50}\item Comfort and convenience% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 65-66: code points 160-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 65-66: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}Existing Public Transport Users&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Improvement in system quality and information% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 68-68: code points 6-56
	\color{gray50}\item Increased time savings% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 68-68: code points 57-84
	\color{gray50}\item Higher frequency of service% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 68-69: code points 85-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 68-69: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}	\color{gray50}People with Disabilities&
	\color{gray50}\begin{itemize}
	\color{gray50}\item Accessibility of the new system% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 71-71: code points 6-42
	\color{gray50}\item Helpful and courteous staff% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 71-72: code points 43-0
	\color{gray50}\end{itemize}
	\color{gray50}% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 71-72: code points 6-0
	\color{gray50}
	\color{gray50}\cr
	\noalign{\vskip 2mm 
}}
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 53-72: code points 1-9

Marketing techniques have increasingly drawn on psychology as a basis for understanding personal decision-making processes. It is one thing to simply inform a person of a new public transport option, and it is quite another to convince people to change their behavior to use the system for the first time or to interact differently with this public transport system if they have used it previously. In the case of a BRT replacing an informal bus network, for example, intensive outreach is vital to educate customers on how to use the new system, and to explain to them how it will improve their quality of life.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 74-79: code points 1-81

An individual may undergo many stages of realization before moving from awareness of a new transport option to actually trying out the new system. It may take further conditioning and persuasion to move the person to a long-term commitment to a new form of mobility.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 81-83: code points 1-63

It is important to account for existing brands in a city or country when designing a brand so as to avoid unintended conflicts or unwelcome associations. If the brand of a new public transport line or system embodies local values and context, potential riders will be more likely to relate to it.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 85-87: code points 2-95

\beginbox{1}{Example: Metro Orange Line: It Beats the 101}
\label{chapter:the-case-for-marketing-and-customer-service:box:example-metro-orange-line-it-beats-the-101}
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		\img{\hsize}{communications-and-marketing/assets/f72c9fb9478e90c14b7f879fd8f18ceb9d701b50.jpeg}
		\fignote{27}{Orange Line vehicle.\label{chapter:the-case-for-marketing-and-customer-service:figure:orange-line-vehicle}}{Image courtesy of ITDP.}
	}
\fi

Through a unified brand and clear messaging, Los Angeles Metro has proved that it can capture the attention of riders in the most style-conscious of cities. The team employed several taglines in the launch of the Orange Line BRT that informed users about the new service, as it was the first BRT in the state. The taglines were locally focused, referencing congested Highway 101, for example (“the valley’s new shortcut”), and referencing their market research, in which they determined that a barrier to using the BRT was that people’s experiences on crowded buses made them think they would not find seating.\par
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 94-105: code points 1-44

\endbox
% @ guide/11-the-case-for-marketing-and-customer-service/design-development-feedback-and-adjustments.src: lines 89-107: code points 1-7

\section{5}{Consolidating the Brand Architecture}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:consolidating-the-brand-architecture}
% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 3-27: code points 1-77

\quotation{No matter what your product is, you are ultimately in the education business. Your customers need to be constantly educated about the many advantages of doing business with you, trained to use your products more effectively, and taught how to make never-ending improvement in their lives.}{Robert G Allen, investment advisor, 1948-}
% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 5-8: code points 1-43

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		\img{\hsize}{communications-and-marketing/assets/929ef53d71aa52eb5c2a8489597233290a69a13e.jpeg}
		\fignote{28}{This page from the Transport for London branding guidelines shows an example of an ad and some of the various versions of the logo to indicate different lines or modes of public transport.\label{chapter:the-case-for-marketing-and-customer-service:figure:this-page-from-the-transport-for-london-branding-guidelines-shows-an-example-of-an-ad-and-some-of-the-various-versions-of-the-logo-to-indicate-different-lines-or-modes-of-public-transport}}{Image courtesy of Transport for London.}
	}
\fi

Once you have finished the arduous process of brand development and approval, it is essential to document and consolidate the various elements generated by your brand process into a single resource, often referred to as a design or branding guide.\par
% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 14-16: code points 1-33

This document essentially reflects everything someone representing the brand needs to know. Although there are specificities to different systems, most branding guidelines for public transport systems include the following:\par
% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 18-21: code points 1-0

\begin{itemize}
\item Basic elements: This is your logo and symbols in all the forms they can be used, and guidance on when certain logos should and should not be used. This also includes typography and colors;% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 21-22: code points 1-0
\item Print materials: Any standard print materials such as posters, brochures, timetables, notices, and window displays. It is best to provide templates for these whenever possible;% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 22-23: code points 1-0
\item Architecture and signs: External signs, platform signs, station equipment, service notices, and advertising spaces;% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 23-24: code points 1-0
\item Liveries and lettering: For buses, this includes uniforms and any standards around them;% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 24-25: code points 1-0
\item Road vehicles: Liveries and branding for official vehicles other than BRT vehicles, such as maintenance vehicles, that may use the busway;% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 25-26: code points 1-0
\item Stationery: Letterhead, business cards, and forms for official communications;% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 26-27: code points 1-0
\item Miscellaneous: Anything that will carry your brand not mentioned above.% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 27-27: code points 1-77
\end{itemize}
% @ guide/11-the-case-for-marketing-and-customer-service/consolidating-the-brand-architecture.src: lines 21-27: code points 1-77

\section{6}{Implementation}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:implementation}
% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 3-95: code points 1-81

\quotation{Mix a little foolishness with your serious plans; it’s lovely to be silly at the right moment.}{Quintus Horatius Flaccus, Roman poet, 65 - 8 BC}
% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 5-6: code points 1-49

With a fully developed document in place, the next step is implementation. Effective marketing involves identifying the best channels for communication, such as direct outreach, print, radio, television news and advertising, and social media. These tools, which are discussed more extensively in Chapter 9: Strategic Planning and Communications and Chapter 10: Public Participation, should be integrated into a comprehensive marketing campaign strategy that reaches different constituencies with targeted messages.\par
% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 8-12: code points 1-89

At the outset, the implementation strategy will likely focus on educating users about the new system and entice users to give it a try. At later stages, the strategy may play upon the initial successes, learn from mistakes, and target groups that may lag behind in terms of usage, such as motorists. It is important to remember that all the best technical planning can be undone if the system is not presented appropriately to the general public. The remainder of this chapter will cover the (very) basics of a marketing campaign, which is, essentially, the introduction of the brand to the public.\par
% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 14-19: code points 1-87

\subsection{1}{Marketing Plan Project Phases}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:implementation:subSection:marketing-plan-project-phases}
% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 21-42: code points 1-101

Every BRT marketing campaign must have a clear, realistic, and coordinated plan and time line that includes the following phases:\par
% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 23-24: code points 1-30

\begin{itemize}
\item Inception: Launch website, issue press releases, create the action plan, gain political support, develop a marketing campaign, and conduct market research;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 26-28: code points 1-0
\item Routes finalized: Begin high-level user education, launch corridor-targeted marketing, issue press releases, and finalize corridor-specific brand elements;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 28-30: code points 1-0
\item Construction: Host groundbreaking event, explain benefits, and identify and articulate what the problem is, including how the BRT will solve it; launch feedback systems and provide construction\slash{}disruption updates. Release final route maps, build sample station, display vehicles at events, and get feedback for user-information systems;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 30-34: code points 1-0
\item Business plan finalized: Deliver internal brand training, establish internal feedback methods, and publicize business model;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 34-36: code points 1-0
\item Launch: Begin media\slash{}PR blitz, build external events presence, finalize pre-opening marketing campaign, develop specific user education, for example, school outreach, and begin targeted marketing;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 36-38: code points 1-0
\item Operations begin: Host press event, give free trials, identify station ambassadors, and increase targeted marketing.% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 38-39: code points 1-19
\end{itemize}
% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 26-39: code points 1-19

Once you have a timeframe and a process list, you can plan to incorporate the branding and identity of the system into each one, ideally building the identity in the minds of the users with every step.\par
% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 41-42: code points 1-101

\subsection{2}{Outreach Tools}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:implementation:subSection:outreach-tools}
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The creative process to produce a marketing message or advertisement varies with each marketing professional. The basis, though, should be the stakeholder analysis as defined in Chapter 9: Strategic Planning for Communications and an identification of the themes that will be important to target audiences.\par
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A range of outreach tools and channels are available, each with different costs and different levels of effectiveness. For reaching a wide swath of people, costly mediums, such as television, may offer the greatest message exposure. For others, personal outreach, such as street interviews, can be effective, albeit costly. There are also several non-costly, creative ways of reaching audiences. The gamut of outreach tools, defined and discussed in more detail in Chapter 9, include:\par
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\begin{itemize}
\item Television;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 55-56: code points 1-0
\item Radio;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 56-57: code points 1-0
\item Print advertisements, such as newspaper or magazine;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 57-58: code points 1-0
\item Social networks;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 58-59: code points 1-0
\item Telephone marketing;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 59-60: code points 1-0
\item Web sites;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 60-61: code points 1-0
\item Online video;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 61-62: code points 1-0
\item Billboards;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 62-63: code points 1-0
\item Flyers\slash{}brochures;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 63-64: code points 1-0
\item Fact sheets;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 64-65: code points 1-0
\item Newsletters;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 65-66: code points 1-0
\item Street kiosks;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 66-67: code points 1-0
\item Group seminars;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 67-68: code points 1-0
\item Personal interviews;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 68-69: code points 1-0
\item School programs;% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 69-70: code points 1-0
\item Social media\slash{}mobile applications.% @ guide/11-the-case-for-marketing-and-customer-service/implementation.src: lines 70-70: code points 1-39
\end{itemize}
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		\fignote{29}{In Quito, a public exhibition with details of the new BRT system expansion.\label{chapter:the-case-for-marketing-and-customer-service:figure:in-quito-a-public-exhibition-with-details-of-the-new-brt-system-expansion}}{Image courtesy of Lloyd Wright.}
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The content of any message—the imagery, the voice, and the color—all should adhere to a uniform visual identity. Typically, a professional public relations or advertising firm should be employed to develop and implement outreach, coordinating closely with the in-house project team.\par
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Though television can be prohibitively expensive, because BRT is a public service it can use public service announcements (PSAs) for free on television and radio. In many countries, public and private broadcasters are required by law to provide a certain amount of airtime for such messages.\par
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The best advertisement for the system should be the system itself. The sight of a public transport vehicle whizzing by motorists stranded in traffic is hugely effective marketing. Visual messages on the exterior of the vehicle can heighten the impact: for example, “You would be home now if you had taken the BRT” can really make motorists take note. Messages that particularly note the time gained with one’s family and loved ones are often used in BRT advertising to firmly highlight what is at stake with travel time savings.\par
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Marketing efforts should not end with the opening of the system and should not be limited to getting people to use it. Reassuring new customers that they have made the right choice is also a critical part of the process. Regardless of the product, there is always the specter of “buyer’s remorse” in which a person can regret their choice. Thus, advertisements inside the system can be effective in reassuring the customer that they have chosen wisely. The messages can remind customers about the time and money that they are saving, as well as other benefits such as environmental protection.\par
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\section{7}{Customer Service}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service}
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\quotation{Well done is better than well said.}{Benjamin Franklin, author, politician, and scientist, 1706-1990}
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Customer service is the communications face of the BRT and the ultimate implementation of the brand. Every employee who comes in contact with the public should be thought of as a “brand ambassador” to the public. These interactions are important opportunities to reinforce the brand. Customer service employees need to understand the brand, and have the resources they need to represent it well. They should be trained in and furnished with talking points and practices that reinforce the brand values. Having a useful and accurate website, social media presence, and outreach will help customers and customer service personnel be better informed and better able to assist customers. Yet it is still the case that nothing beats personal contact at stations, in terminals, and in neighborhoods. The system must provide specific locations where users can share feedback directly without having to go online. This is especially true for cities with little Internet use in low-income areas. These locations should have staff trained to answer users’ queries and offer information on routes, stations, services, disruptions, or other system information.\par
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		\fignote{30}{A TransMilenio staff person provides in-person assistance to customers.\label{chapter:the-case-for-marketing-and-customer-service:figure:a-transmilenio-staff-person-provides-in-person-assistance-to-customers}}{Image courtesy of Libros al Viento.}
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The overall BRT communications plan should include a process for communicating with customer service representatives regularly so that they can both provide assistance to customers and feedback to system operators. They also need to be able to answer inquiries and manage communications if there are any service problems. Ideally, the system will be designed in such a way that direct customer service is not always necessary but is available for anyone who needs extra assistance.\par
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BRT transport systems are particularly complex environments and need a way to transmit to users the best way to travel according to their needs. Users will always need to know, at a minimum, how to get to their destination. Ideally, travelers should not have to spend a lot of time figuring out how to reach their final destination; instead they should have a seamless travel experience. The information system needs to provide users with the right information in the right place at the right time.\par
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The rest of this chapter will briefly describe how people receive information, and what rules must be taken into account when designing information for travelers. There are different types of information in a BRT system that can guide travelers, and the best mix of these will provide riders with a useful and effortless way to navigate through the system, even if they are first-time users or foreigners.\par
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\subsection{1}{User Information}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:user-information}
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		\fignote{31}{This information kiosk in Brisbane, Australia, helps answer basic questions as well as begins the awareness-raising process.\label{chapter:the-case-for-marketing-and-customer-service:figure:this-information-kiosk-in-brisbane-australia-helps-answer-basic-questions-as-well-as-begins-the-awareness-raising-process}}{Image courtesy of ITDP.}
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		\fignote{32}{Real-time information is displayed along a platform of the Brisbane Busway System.\label{chapter:the-case-for-marketing-and-customer-service:figure:real-time-information-is-displayed-along-a-platform-of-the-brisbane-busway-system}}{Image courtesy of Queensland Transport.}
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		\fignote{33}{This time-based route map in Nagoya, Japan, allows customers to gauge the time required to travel to their destination.\label{chapter:the-case-for-marketing-and-customer-service:figure:this-time-based-route-map-in-nagoya-japan-allows-customers-to-gauge-the-time-required-to-travel-to-their-destination}}{Image courtesy of Lloyd Wright.}
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The development of a user-information system is a process that is determined by the nature of each BRT system, technical and operational features, users, and physical and cultural context. It is useful to understand the role of each information element as part of a whole. Generally, user information falls into two categories: system information and service information.\par
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Different users (and different situations) need different information. Nobody travels for the simple pleasure of sitting in a bus, but for a purpose: going to work (frequent trips), to the hospital (occasional trips), or sightseeing (leisure trips), for example. This context determines what type of information a person requires. While experienced travelers focus on making more effective use of their daily commutes, an elderly person, for example, may prefer to avoid crowded environments and seek a more comfortable, if longer trip. Defining what type of information users require, acknowledging the wide range of needs they may have, and providing only that information simply and easily, is the core of the user-information design challenge.\par
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System Information\par
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\begin{itemize}
\item Network: Where can I get to using the BRT system? How does the system relate to the city? How can I reach areas of the cities outside the BRT coverage?; Before entering the system, maps and network diagrams are usually placed at station entrances (outside the paid area).;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 67-68: code points 1-0
\item Ownership: Who is responsible for the system operation? How can I contact them? Is the BRT part of a wider integrated system?; Visual identity (branding) application and clear distinction need to be included between the system brand, the transport authority, the local authority, and the operators. Contact details through various media need to be made available for users.;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 68-69: code points 1-0
\item Behavior and rules: What are the rules? What is mandatory and what is desirable? What are the penalties?; On entering and throughout the journey users need to be reassured about what is allowed\slash{}disallowed in the system. National regulation and statutory notices need to be incorporated into the information system from scratch.;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 69-70: code points 1-0
\item Fares and payment options: How much does it cost? What are the fare alternatives? How do I pay?; Users need to understand what they are paying for and how to choose the right fare: a single ride, a given time allowance. Payment options are equally important, in particular when the use of cash is restricted. The latter also contributes to enhancing customer movement.;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 70-70: code points 1-375
\end{itemize}
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Service information\par
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\begin{itemize}
\item Destinations: What is the nearest or most convenient stop to my final destination?; The nature of the network map could aid in understanding this issue, but consistent naming of stations, neighborhoods, and points of interest is key. Linear route diagrams could display more detailed stop information.;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 74-75: code points 1-0
\item Routes (journey planning): What services are available from A to B? What journey option is more convenient for me?; BRT can sometimes provide different options to perform the same trip (i.e., express and stopping services). Users’ priorities depend on the purpose of their trip and their personal abilities.;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 75-76: code points 1-0
\item Schedules: What are the operation times and days? What is the frequency?; This could include a number of details on the operation of a given service or route: operation times and days, frequency, first and last service, and special schedules. Depending on the complexity of the operation, this level of information could range from being redundant (i.e., very frequent services) to essential (i.e., irregular or special services, such as weekends, night, and peak-only).;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 76-77: code points 1-0
\item Time (travel and waiting): How long do I have to wait for the next service? How long will my total journey will take?; Electronic information is generally preferable and more intuitive for users than fixed schedules. Countdowns at stations reduce anxiety and provide key information for experienced users. Electronic information also can respond to system disruptions.;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 77-77: code points 1-375
\end{itemize}
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One very important issue is that all information must always be accurate and updated periodically (monthly, annually, etc.). Information that is likely to change more often is better placed in flexible, cost-effective structures, such as poster holders, or presented digitally in the station. Periodic changes fall to the maintenance staff and will depend on the materials chosen for the structures, as well as the level of vandalism or wear that these receive. Digital information platforms allow a great level of flexibility and can be updated to display short-term information such as service disruptions and countdowns. Information must always be accurate, especially regarding travel and waiting times, service stops, and disruptions. Inaccurate system information is one of the most common customer service complaints regarding public transport.\par
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\subsection{2}{Effective Visual Information}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:effective-visual-information}
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Information must be presented in the most effective, easiest way for everyone to understand and act on quickly. Ideally a user should not have to spend more than thirty seconds deciphering information. Careful positioning of these types of elements (such as information panels) is important so that they are visible and readable on the one hand but do not obstruct passing customer flows on the other.\par
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\subsubsection{1}{Best practices for visual, customer information}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:effective-visual-information:subSubSection:best-practices-for-visual-customer-information}
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		\fignote{34}{After just a few weeks of operation, stations along the Parajitos busway in Santiago, Chile, are covered with graffiti, making their information areas unusable.\label{chapter:the-case-for-marketing-and-customer-service:figure:after-just-a-few-weeks-of-operation-stations-along-the-parajitos-busway-in-santiago-chile-are-covered-with-graffiti-making-their-information-areas-unusable}}{Image courtesy of Lloyd Wright.}
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		\fignote{35}{Information displays at a BRT station in the Jinan, China, system provide the real-time position of BRT buses along the corridor.\label{chapter:the-case-for-marketing-and-customer-service:figure:information-displays-at-a-brt-station-in-the-jinan-china-system-provide-the-real-time-position-of-brt-buses-along-the-corridor}}{Photo courtesy of ITDP.}
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Simplicity: The first and most important rule is that information must be presented as simply as possible. One can make use of design techniques and color contrasts in order to provide the simplest and most effective visual presentation. An arrow, for instance, if well placed and properly designed, can convey almost all needed information in some cases (e.g., showing where to walk in order to arrive at an exit). The basic rule is less is more. It may be tempting to include more information than necessary with the intention of being comprehensive, but this is almost always counterproductive, confusing the customer.\par
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Unity: All visual information for customers must be based on a consistent set of design rules, which in turn are part of the corporate image of the system. This is especially true when using colors, since these will convey messages in themselves if used as part of a coherent whole. For instance, a BRT system that uses the color yellow to mean “this is an entrance” will not need to write the word entrance if visual information is designed coherently and as a whole.\par
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Coherence and integration: All visual information must be coherent with existent signaling systems and codes. For instance, it is commonly understood that the color red means “stop” or “caution,” while the color green means “go.” Each country or city will have its own particular and historical visual information systems, which must be respected when developing a new traveler information system.\par
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Colors versus numbers\slash{}letters: A common question among designers is whether people understand colors better than numbers or letters, and if information should be conveyed exclusively through one or both. Some cities are used to complex numbering\slash{}lettering systems in their streets or other urban information systems, while other cities have used colors and even pictograms to present information. The right answer depends on the population being served, but in general, any option can work as long as the system is clear and consistent.\par
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People versus machines: When given the option between relying on printed information or a person, users generally prefer to ask the person rather than looking into the details of the map. This tendency is so strong that, in many cases, people will prefer to ask other travelers rather than checking the map, even if those travelers are not necessarily well informed about the system. Obviously, official staff of the system (or police guards, or anyone with some relation to the BRT system) will be preferred over asking a fellow traveler. This is much better for concerned travelers because they know that they must only ask “what service do I need to get off at X station,” and they can also ask follow-up questions based on the answers they receive. With most visual information, none of these are options.\par
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Ask users: This entire volume describes different ways of collecting information from users in order to know how the system should be planned and to gather information about their concerns or comments regarding system performance. This also applies to traveler information systems. Despite the fact that information design is a well-established discipline that has standard rules on how to develop information and present it properly, no piece of information can be confirmed until it has been validated by users. It must be clear that users have various groups (depending on age, level of schooling, special needs), and that users can be either frequent (i.e., those who use the system daily) or sporadic (i.e., those who use it once every now and then, or foreigners who will use the system only for a few days). These users must be integrated into consultation because a customer information system is most useful especially to those who are using it for the first time rather than those who have used it for a considerable time. This could also have a positive impact on ridership of the system.\par
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Integrating customer information into BRT system design: Though customer information is normally seen as a complement of system planning, it can also work the other way around: in some BRT systems, operations are so complex that users fail to fully understand them regardless of the efforts of the designers. If this is the case and designers find that users cannot understand some features of the system, it means that the system will not necessarily be used to its fullest potential. Thus, whenever users express their confusion regarding specific operational characteristics of a BRT, system planners must reflect upon the usefulness of having those features and consider removing them completely if no solution is found. The more intuitive the system is to use, the less need there is for additional information.\par
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Get the experts: In the same way that experts must design BRT operations, customer information systems are also very complex in terms of their design. Graphic designers, communication experts, and social scientists should be hired to develop the customer information system in close cooperation with system planners.\par
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Adapt design to local legislation: National and city legislation is normally very specific with regard to what can be presented in and outside of transport system stations, and on how information must be presented in terms of colors, materials, sizes, etc. Of course, this legislation must always be followed, but if the design team judges that some elements should be modified to convey information better, they should decide if it is worth making a formal appeal to the authority, and if there is sufficient time to incorporate any changes into the design of information systems.\par
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\subsection{3}{Types of Information}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:types-of-information}
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		\fignote{36}{The Quito Trolé line provides an area map and a detailed map of the individual line stops at each station.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-quito-trol-line-provides-an-area-map-and-a-detailed-map-of-the-individual-line-stops-at-each-station}}{Image courtesy of Lloyd Wright.}
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Information can be provided in many ways in a BRT system. Technological options have been increasing, while costs are plummeting. The most important consideration is that information be provided when and where travelers need it. In some cases digital information will work best; in others, print will be more useful.\par
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In general, information that must be modified or updated frequently (e.g., the service that a vehicle is providing at a given time or the upcoming vehicles that are arriving at the station) should be presented digitally. Information that must be studied more carefully by travelers and that has greater complexity of graphics and information lends itself better to print form. This is also related to information that is static or dynamic as described below.\par
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The typical set of information that should be included in any BRT system:\par
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\begin{itemize}
\item City\slash{}area maps with system indications: Maps of the city or the area of the city with the station and nearby stations indicated. These should be large and located inside or outside of the station near the exits;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 189-190: code points 1-0
\item System maps: Schematic maps (i.e., not in geographic scale) with all stations and integration locations. These can be printed out in small sheets and given as leaflets or placed in strategic locations of stations in large size;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 190-191: code points 1-0
\item Trunk line schematic presentations: Specific trunk line drawings specifying stops and integration points. These can be located inside vehicles and in stations;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 191-192: code points 1-0
\item Service details: Information on specific services (stopping or express) regarding their schedules or stops;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 192-193: code points 1-0
\item Digital information displays: These can have all types of information depending on their complexity, and they can be located anywhere from outside the station to inside vehicles; they are especially useful for providing short-term information on service delays, disruptions, and wait times;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 193-194: code points 1-0
\item Pocket guides: Guides with all necessary information on the system, which should be provided to users at no cost in system terminals or stations. These should clearly indicate the date when they were printed on the cover so that users can estimate when they need newer versions;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 194-195: code points 1-0
\item Signage: Generally provide directional information helping users to find their way around the transport facility and improve customer movements;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 195-196: code points 1-0
\item Web and mobile applications (as discussed in Chapter 9).% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 196-196: code points 1-62
\end{itemize}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 189-196: code points 1-62

\ifxetex
	% disabled for now
\else
	{  % group required to avoid fignote settings escaping
		\img{\hsize}{communications-and-marketing/assets/f22bb36edbbc3e4f1217fb39430a610009ebdd5b.jpeg}
		\fignote{37}{The BRT in Guangzhou, China, provides dynamic real-time information digitally on vehicle arrivals.\label{chapter:the-case-for-marketing-and-customer-service:figure:the-brt-in-guangzhou-china-provides-dynamic-real-time-information-digitally-on-vehicle-arrivals}}{Image courtesy of ITDP.}
	}
\fi

How the information is presented depends on the type of information. Generally, printed information is static, composed of maps of the system or of specific routes, and consists of anything that has greater level of detail and is modified with less frequency. Dynamic information that is modified frequently should be presented in digital displays. This includes real-time information on upcoming services, service disruptions, or general messages from system management. This information is generally “simple” in the sense that it will not need interaction from users and will only provide information in letters and numbers.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 201-206: code points 1-108

There is also dynamic information that is complex, meaning that users will need to interact with a screen or information panel in order to request and receive further information. This is the case of route planners (via websites, mobile phones, or machines at stations), where users will provide their origin and destination (or only their destination, when they use a machine at a station) and will receive information on the most appropriate services that can be used for their particular trip.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 208-212: code points 1-88

This is the most flexible of all systems of information. It is particularly complex to design, manage, and operate from the “back end” of the service, especially when machines are provided at stations. They must have very robust operation systems and software structure to avoid blocking or disruption when they are used heavily (e.g., at system terminals).\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 214-217: code points 1-45

\subsection{4}{Locations of Customer Information}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 219-296: code points 1-75

The placement of information in a BRT system requires careful planning. The following is a set of common locations where BRT planners should consider posting information as they attempt to address the individual concerns of each locale.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 221-223: code points 1-24

\subsubsection{1}{Everywhere: System Staff}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:everywhere-system-staff}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 225-232: code points 1-8

As was described above, customers prefer asking system staff or even other users for information regarding the best way to get to their destination. System staff should be located in proximity to both users and system information maps. This will aid travelers in understanding information systems and allow them to request additional help if needed. Access to system personnel is also very important for people with special needs who will request help from people to get to their destination, as described later in the chapter.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 227-232: code points 1-8

\subsubsection{2}{External Venues near the Station: Printed Information}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:external-venues-near-the-station-printed-information}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 234-240: code points 1-22

External venues, such as a shopping mall or a park, should have information about nearby BRT stations. People, especially tourists who will visit these venues, will want to access general information regarding the location of the nearest BRT station, and what service is available at that station. If customers can take the BRT from this location to another public attraction, then information should be clearly posted at exit points.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 236-240: code points 1-22

\subsubsection{3}{Outside the Station Entrance: Station Map}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:outside-the-station-entrance-station-map}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 242-248: code points 1-96

Since users must pay to enter the station, it is crucial to provide information on the system and the services that stop there right outside of the station. A station map would be useful here with a specific “you are here” indication and some level of detail of the specific services that can be taken there and the general destinations that can be reached through the system (and, more specifically, the trunk line that passes through that particular station). Generally, large totems are used for this purpose.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 244-248: code points 1-96

\subsubsection{4}{Inside the Station: Service Signs}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:inside-the-station-service-signs}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 250-256: code points 1-42

The station interior may be long and have various sections or wagons depending on the extension and service complexity of the BRT. If the station has multiple doors in both directions, it must indicate where customers can find particular services and how they are grouped (by final destination, specific location, local and express services, etc.). In this case, travelers will want to know where they should look for more details about their service.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 252-256: code points 1-42

\subsubsection{5}{Inside the Station: Information Panels, Maps, and Digital Information}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:inside-the-station-information-panels-maps-and-digital-information}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 258-267: code points 1-82

The location of information on more comprehensive panels, including maps, should be placed strategically. A station map will attract crowding around it and can negatively affect circulation in the vicinity. In general, having more than one map that can provide all necessary information to users throughout the station is a good idea.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 260-263: code points 1-23

As an alternative to information panels, interactive kiosks work well to provide specific information regarding system services and will respond to specific requests from users (i.e., what service they must take to go to their destination), although only one person at a time can use them.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 265-267: code points 1-82

\subsubsection{6}{Inside the Station in Front of Boarding Doors}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:inside-the-station-in-front-of-boarding-doors}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 269-271: code points 1-107

Information regarding the specific services and schedules can be posted on doors that lead to the vehicles.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 271-271: code points 1-107

\subsubsection{7}{Outside of the Vehicle}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:outside-of-the-vehicle}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 273-278: code points 1-46

Information regarding the specific service that a vehicle is operating should be presented outside of the vehicle (preferably on the side, rear, and front). Since vehicles can change services more than once a day, digital displays are recommended. This is also useful at nighttime when it is difficult for customers to read without proper illumination.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 275-278: code points 1-46

\subsubsection{8}{Inside of the Vehicle}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:inside-of-the-vehicle}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 280-287: code points 1-32

Once inside the vehicle, customers must be alerted to upcoming station stops. In express services, it is advisable that users are informed of the next two or more stops. Synchronized digital displays and audio announcements can provide this information about the next stop, interchange options, and are also suitable for the visually impaired. Dynamic maps of routes are also useful for presenting a list of all upcoming stations. Again, frequent service changes imply that digital information may be a better choice than printed information.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 282-287: code points 1-32

\subsubsection{9}{Between Vehicle and Station}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:locations-of-customer-information:subSubSection:between-vehicle-and-station}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 289-296: code points 1-75

Before leaving the vehicle, travelers must ensure that they are alighting at the station they expect. This can be confirmed by the information inside the vehicle when approaching the station, and it should also be indicated clearly on the outside of the station, e.g., on station doors with station name. Travelers can also confirm where they can find the exit(s) of the station depending on their final destination (when stations have more than one exit). This information needs to be carefully positioned at window-height so it can be seen by seated and standing customers from inside the vehicle.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 291-296: code points 1-75

\subsection{5}{Accessible Customer Service Systems}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:accessible-customer-service-systems}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 298-363: code points 1-6

An important constituency to consider when designing customer information and customer service systems is that of individuals with special needs. This includes customers with physical and mental disabilities, language barriers, and those who are visually impaired. Incorporating the needs of these users is essential to providing a fully accessible BRT system. Information for special needs groups may be either incorporated into the “main” information system or delivered through alternative media, implying in many cases the development of a parallel customer information system.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 300-305: code points 1-54

Remember that developing accessible information systems benefits everyone, not just those with special needs. In many countries, making your system accessible to everyone is required by law. Engage with representatives of this community in designing your system. Full details on the topic of universal access are available in Chapter 30: Universal Access, of this guide.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 307-310: code points 1-47

\subsubsection{1}{People with Physical Disabilities}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:accessible-customer-service-systems:subSubSection:people-with-physical-disabilities}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 312-318: code points 1-43

There are many forms of physical disabilities, some requiring the use of wheelchairs or walkers. The location of an information panel must be evaluated based on the average height of the population but also based on the heights of people in wheelchairs so that they can read all information presented. Complex dynamic information systems must also be adapted for people who cannot use touch screens, possibly by means of sound sensors or other technology.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 314-318: code points 1-43

\subsubsection{2}{People with Language Barriers}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:accessible-customer-service-systems:subSubSection:people-with-language-barriers}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 320-325: code points 1-81

Depending on the population the BRT will serve, it may be necessary to display information in symbols or images in addition to one or several languages. This will also be useful to foreigners and in countries where official languages are not necessarily those which are spoken by the entire population. A combination of symbols and sentences may also be useful for quick comprehension for everyone.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 322-325: code points 1-81

\subsubsection{3}{People with Visual Impairments}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:accessible-customer-service-systems:subSubSection:people-with-visual-impairments}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 327-336: code points 1-94

For the blind or partially blind, availability of tactile and\slash{}or audio information from station entrances through the station and until arriving at the vehicle can be helpful. As a rule, blind customers require audible or tactile information such as tactile guideways, tactile warning strips, and Braille (if desired), or more sophisticated Remote Infrared Audible Signage (RIAS) or other navigation aids. For those who have some level of vision, but may not be able to read small print or complex diagrams, including the elderly, it is important to evaluate whether font size and type are adequate for reading. Another group with visual difficulties includes the color-blind, who may not be able to discern different colors in a map. This is also why contrast is so important in presenting routes and line colors in maps.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 329-336: code points 1-94

\subsubsection{4}{People with Hearing Impairments}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:accessible-customer-service-systems:subSubSection:people-with-hearing-impairments}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 338-343: code points 1-50

Like visual impairments, hearing impairments take many forms. These customers require text information or the use of various, more advanced technical solutions. To begin with, there should always be full information in written form, and if audio cues signal the approach of a vehicle, there should also be a corresponding visual cue, like a blinking light.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 340-343: code points 1-50

\subsubsection{5}{People with Mental Impairments}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:accessible-customer-service-systems:subSubSection:people-with-mental-impairments}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 345-363: code points 1-6

Those with mental impairments may have particular difficulty understanding complex maps or large amounts of information that include many steps, but keeping information simple is also good practice for the general population. Though this has more to do with operational planning specifically, traveler information systems can also help in providing more adequate information for this group. For example, complex dynamic systems may be clearer containing only essential information, or staff should be available for assistance.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 347-351: code points 1-106

In addition to the design requirements for accessibility, customer service staff must complement these systems. No matter how well a station or system is designed, there will be cases when human help is needed. Customer service station staff should be available to guide members of these groups in entering the station, choosing the right service, and boarding and alighting the vehicle. It is important to remember that most people, especially those with disabilities, would generally prefer to be able to navigate the system on their own, so help should only be offered when it appears necessary or in response to questions.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 353-358: code points 1-99

In general, the entire field of travel information for those with disabilities is growing and becoming more complex. It is important to refer BRT planners, engineers, etc., to the literature that is available, and to details in Chapter 30: Universal Access, of this guide. Some useful resources to start with are and .\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 360-363: code points 1-6

\subsection{6}{Online Customer Service}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:online-customer-service}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 365-403: code points 1-100

Although customer service should not be limited to online interactions, providing service through a website or mobile app is increasingly necessary and can be very convenient for those customers who prefer go to online. Online customer service is often called the user interface.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 367-369: code points 1-73

The most commonly used web tool for transport systems is the route planner. Users must be able to easily and quickly identify how they can get an answer on the most appropriate service they must take to arrive at their destination. The interface should be as simple as possible, asking users where they are starting their trip (address, landmark, or station), and where they want to arrive. When using a smartphone that is GPS-enabled or if the device is located inside a station, the first step can be avoided.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 371-375: code points 1-91

Customers should be able to click or tap on these locations or have the option to write only a portion of the station or landmark name and have the system fill in the rest to ensure that they are choosing the right station. Software developers must always integrate a system that is flexible in interpreting information, meaning that customers should not need to have perfect spelling and should not be expected to write accents, and the system should integrate an auto-complete function in the query.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 377-381: code points 1-89

The ideal web-based route planner should have software that is able to recognize what the closest station is to where the customer is located, what is the current scheduling that applies (off-peak, peak, nighttime, all day) and which is the best, or shortest, route to arrive at the desired destination. The system should have default\slash{}user-specific values for:\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 383-387: code points 1-0

\begin{itemize}
\item Transfer preferences (generally, none are preferred);% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 387-388: code points 1-0
\item Duration of trip (shortest is generally preferred);% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 388-389: code points 1-0
\item Use of local or express services;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 389-390: code points 1-0
\item Availability of bicycle parking\slash{}bicycle taxis\slash{}feeder routes\slash{}public bicycles;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 390-391: code points 1-0
\item Desired level of comfort (i.e., crowded or being guaranteed a seat).% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 391-391: code points 1-74
\end{itemize}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 387-391: code points 1-74

These default values should be updated based on current settings and on complex queries given by travelers, or on users’ own registered values, if the system has a registration service.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 393-394: code points 1-77

The web-based system can also include traveler registration, where users will provide their general demographic details if they choose and their preferred mode of travel according to the values specified above plus their typical origin or destination. Thus, every time they log in to the system, they will not have to provide full information on any of these variables. Mobile integration is essential, as most people will want to use the route planner when they are out and when their plans change.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 396-400: code points 1-88

In addition to the route planner, there should be options for customer questions, complaint, and feedback. This is a valuable way to collect information about your system from the people who actually use it.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 402-403: code points 1-100

\subsection{7}{Customer Complaints and Feedback}
\label{volume:communications-and-marketing:chapter:the-case-for-marketing-and-customer-service:section:customer-service:subSection:customer-complaints-and-feedback}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 405-452: code points 1-19

It is important to continuously take in and review comments and complaints regarding the system in terms of its operations, maintenance, staff behavior, and any other issue that is of interest to customers and system planners. There are many different methods that can be used to collect suchuser feedback and use it to improve the system. It is gratifying for participants in that feedback loop when they see their concerns addressed. More information on the methods of collecting information is described in Chapter 9: Strategic Planning for Communications.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 407-412: code points 1-41

In general, user feedback is one of the most useful ways to improve system services and should be actively sought. Regardless of the level of aggressiveness with which users present their complaints or comments, any information that is provided by users will be crucial to understand how the system is operating and how it can be improved. The fact that system managers are actively seeking such information will also generate very positive reactions from users, especially when their comments have specific responses from system management in terms of explanations or specific solutions that are given to them in return. This also has linkages with the use of social media as described in Chapter 9, since it is very easy to receive and give almost immediate feedback to social media users when they are indicating their concerns by those means.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 414-422: code points 1-6

There must always be a system in place for dealing with customer complaints, whether they are received online or in person. Staff should be trained on the protocol for addressing complaints and be equipped with the ability to offer solutions. This includes offering free rides or priority boarding if that will solve the problem or being aware of the process of issuing a formal complaint to the system operators. The most important thing to remember is that those who complain, no matter how polite or aggressive they may be, all simply want their complaints to be heard and taken seriously by customer service staff. If a customer is being disruptive, there should also be protocols in place to deal with that situation.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 424-430: code points 1-100

Despite the fact that users may not have a complete understanding of how the system is managed, who is in charge of operations, vehicles, or fare collection, or even who is in charge of maintaining stations, the customer service representative must represent the brand by being professional and courteous. Some simple ways to address customer complaints include:\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 432-436: code points 1-0

\begin{itemize}
\item Providing accurate information to users regarding solutions being sought (or which have been accomplished) regarding their complaint;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 436-437: code points 1-0
\item Forwarding information to the appropriate parties promptly (system management, operating companies, infrastructure developers, station management, fare collection);% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 437-438: code points 1-0
\item Systematizing all information and feedback that is provided and distributing it to system managers and planners for immediate or future improvements of the service;% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 438-439: code points 1-0
\item Including remarks or issues in the system website FAQs, guides, maps, or other locations.% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 439-439: code points 1-95
\end{itemize}
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 436-439: code points 1-95

An important issue when collecting users’ feedback or comments on the system is time. For instance, a ten-minute survey will not be responded to by someone who has a twenty-minute ride to work in the morning. Methods like riding in the vehicle with users and collecting information from them can be done, though this poses a challenge if vehicles are crowded and collecting formats are large (i.e., A4-sized sheets of paper).\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 441-445: code points 1-10

If these measures to collect feedback are not kept short and easy, the results of surveys can be biased since the only users who will respond to long surveys may be those who have arrived at a station much earlier than usual or those who do not have a specific time of arrival (generally unemployed or elderly groups). Thus, these responses cannot be generalized to all users of the system. As with the beginning of this process, it is valuable to consult with professional service organizations that specialize in conducting surveys.\par
% @ guide/11-the-case-for-marketing-and-customer-service/customer-service.src: lines 447-452: code points 1-19

