Historically, successful transport operations have relied on two key metrics: ticket revenue and operational reliability/punctuality. This approach has been effective. Maximizing ticket revenue optimises the operating margin, and adhering to the timetable maximises capacity. Given that customer experience is often constrained by the fixed nature of transport embarkation points, buses, and trains, the primary way to enhance customer satisfaction (short of refurbishment or new assets) is to reduce crowding on the vehicle. This reduction is maximised by delivering a service to the timetable, as delay leads to crowding, and no operator starts the day expecting the vehicle to leave a stop earlier than planned.
An example of the value of time in rail transport, is the upgrade options from standard to first class. In first class, passengers can work comfortably, whereas in standard class, working on a laptop can be challenging or even impossible. Additionally, food services in first class help passengers save time by eliminating the need to buy food before travel or visit the buffet car. For commuters in the 1950s and 60s, broadsheets were common, but by the 1990s, tabloid formats became popular for their space efficiency. Today, passengers huddle over their phones using elbows to protect the tiny reading space available whilst standing, larger formats being impractical. In a busy train the experience is now potentially worse than the experience of sitting in a car in traffic, where drivers can use voice recognition to dictate texts, make calls, or listen to content. All adding value to the time in the traffic jam in the comfort of a familiar environment.
This highlights a fundamental truth: time is money. Importantly the passengers time is increasingly related to operators revenue. Generation Y is less focused on money more focused on experience leading to challenges of customer acquisition. If we want passengers to choose and value our transport services, we must consider the value the passenger derives from their time onboard. Enhancements don't always need to be significant; small adjustments can have a meaningful impact. For instance, installing USB ports on buses allows passengers to charge their phones en-route, eliminating the need to delay their trip for a charge or even incentivizing the choice to take the bus. Train services should similarly consider how passengers can use time efficiently, even during crowded conditions. LNER's at-seat food service is a valuable example of a small improvement that enables passengers to save the time typically spent navigating to the buffet car.
One of the greatest contributors to wasted time is the time between arrival at the embarkation location and getting out of the disembarkation point. During delays,
passengers would benefit from better real-time information, such as when will the next update to the screens occur to a delayed schedule. This would support informed choices on how to use their waiting time effectively be it standing round for another five minutes or going back to the office for three hours. Such an approach deals with crowding, frustration and the value of time. Additionally, helping unfamiliar passengers navigate terminals quickly and efficiently can further reduce wasted time, what new methods of navigation to stand out from the clutter can be used to give vital information to reduce stress and wasted time after disembarkation.
Public Transport has always need to evolve for the changing needs and expectations of passengers. Enhancing the value of passenger time, even through incremental improvements, will create a competitive edge and fosters passenger loyalty in the face of alternative ways of spending time. Embracing innovative solutions that consider the modern travellers lifestyle and priorities can drive the sector forward. By focusing on convenience, efficiency, and proactive communication, we can transform the passenger experience, building a future where transport is not only a means of travel but a valuable use of time.
