Travel in London Travel in London

7. The Customer Experience
• That customers trust us.
Figure 7.1
TfL’s Customer Model – what customers expect from us.
Source: TfL Customer and Employee Insight.
This Customer Model has been used to shape our customer strategy and provides a
framework for our Business Plan, underpinning our approach to delivery.
7.5 A track record of continuous improvement
Overall progress is perhaps best appreciated by considering the trends shown by
figure 7.2, which tracks indicators of overall customer satisfaction for each of the
main public transport modes since 2009/10 while indicators for roads are shown in
figure 7.10.
The overall trend for each mode is steadily upwards – with all indicators now at or
about their all-time highs. The scores for Tramlink and the DLR reflect the relatively
high reputation of these self-contained networks, which are relatively new.
Customer satisfaction for London Overground shows large gains over the period
when this network was being formed from a collection of previously National Rail
routes, with associated radical improvements in train frequency and service quality.
Trends for the longer-established and more complex bus and Underground
networks have also been decisively upwards over the period covered, reaching the
highest level since surveys began.
Improved satisfaction for bus and Underground customers has come through:
• Improving perceptions of reliability, with a big reduction in the proportion of
customers who are delayed on their last journey.
• Delivery of the Tube improvement programme – this has transformed a number
of lines with increased frequency, shorter journey times and new trains,
including air conditioned trains on the sub-surface lines.
• Improved real-time information, especially for buses. The roll out of more
Countdown signs and the growth in live bus information apps powered through
TfL open data, means that customers feel more in control of their journeys.
123 Travel in London, Report 8