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|Title: ||Marketing and the British bus industry|
|Authors: ||Enoch, Marcus P.|
|Issue Date: ||2002|
|Publisher: ||© Thomas Telford|
|Citation: ||ENOCH M.P. and POTTER, S., 2002. Marketing and the British bus industry. Proceedings of ICE, Municipal Engineer, 151 (1), March, pp. 49-56|
|Abstract: ||The development of public transport services is a key element of all local sustainable transport
strategies. Achieving modal switch from car users requires marketing systems be changed to identify
and target suitable non-users of public transport, rather than just enlarging custom by existing users.
However, in the public transport field, marketing is still essentially designed to only address the
existing customer base. This is particularly acute among bus operators, who rarely even market
effectively to their existing customer base, and have a poor image among car users.
This paper draws on the practical experience of some of the relatively few local bus operators and
local authorities who have identified and won new markets, including modal shift from car. It looks at
the sort of services they have developed, the marketing strategies adopted, and at how the stakeholders
worked together. In addition, it provides hard evidence as to the benefits of marketing bus services
properly, suggesting that patronage gains of around 5-7% should be possible, even without major
investment or legislative change.
In conclusion, seven key features of good practice are identified that need to be part of developing bus
services to serve sustainable transport policies. These are CUSTOMISATION, CO-OPERATION,
CLEAR VISION, CLARITY (TO THE USER), CORE MARKET, CULTURE, and CONTINUITY.|
|Description: ||This journal article was published in the journal, Proceedings of ICE, Municipal Engineer [© Thomas Telford]. The definitive version is available from: http://www.thomastelford.com/journals/|
|Appears in Collections:||Published Articles (Architecture, Building and Civil Engineering)|
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