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7. The Customer Experience
Figure 7.2
Overall customer satisfaction scores for each of the main public transport
modes.
95
90
85
80
75
70
65
Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1
2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 2015/16
Underground Overground Tramlink DLR Bus
Source: TfL Customer and Employee Insight.
The delivery of these improvements means that customers’ expectations continue
to rise for our future services. In turn, these improvements in overall customer
satisfaction have fed through to consistent improvements in MTS strategic
outcome indicators relevant to quality of life (see section 7.8 below).
7.6 Our customer service today and understanding the
challenges ahead
Levels of customer satisfaction are currently at or about their highest across all
modes. As reliability has improved customers trust us to get them from A to B
more than they used to. Innovative changes to information, vehicles and new
services have had a major impact on satisfaction. Within the transport industry, TfL
is often seen as the model of how to manage transport in cities.
Although we have prioritised the things that customers tell us need to be improved,
many inconsistencies remain:
• Customers often do not feel supported when things go wrong. For example,
there is often a lack of real-time information during disruption and getting a
refund could be made easier.
• Customers tell us about rude and unhelpful behaviour by bus drivers and other
staff.
• The customer experience on roads can be negative due to traffic congestion
(only 32 per cent of customers agree that traffic flows freely), different road
users competing for a finite amount of space, and the behaviour of other road
users.
125 Travel in London, Report 8