BRT Branding and ImageBRT Branding and Image

Cliff HenkeSr. Analyst, BRT and Small StartsPB TR&S, Inc.

APTA Bus Conference 2007

Cliff HenkeSr. Analyst, BRT and Small StartsPB TR&S, Inc.

APTA Bus Conference 2007

Topics TodayTopics Today

BRT Vehicle Image and Branding Overview Case Studies Branding Theory Applied: Dos and Don’ts

BRT Vehicle Image and Branding Overview Case Studies Branding Theory Applied: Dos and Don’ts

What is BRT:A System of ComponentsWhat is BRT:A System of Components

Running Ways

Stations & Stops

ITS & Fare Payment

Service Plan

Vehicles

All o

f these are im

po

rtant

to b

rand

!!

Recent Deployment:Eugene’s Green Line EmX Recent Deployment:Eugene’s Green Line EmX

4 miles (60% exclusive RoW) $23.5 million project, Opened January 2007 46% ridership increase 6 hybrid advance-design NFI artics Branded as “new spine”

4 miles (60% exclusive RoW) $23.5 million project, Opened January 2007 46% ridership increase 6 hybrid advance-design NFI artics Branded as “new spine”

Image “Invites,” But System Features “Keep” CustomersImage “Invites,” But System Features “Keep” Customers

BRT System Success Measures

Vehicle Characteristics

Reliability Speed Capacity Drive System Styling

Ridership Increase

System Capacity, Service Frequency

Capital & Operating Cost

Travel Time, Wait Time

Bus Emissions, Noise

Economic Development, Land Use

Safety Perceptions

High-Comfort, AmenitiesHigh-Comfort, Amenities

Interior Finish Large Windows Luggage Racks Information Grab Bars

Interior Finish Large Windows Luggage Racks Information Grab Bars

• Rear Window• Multiple Doors• Circulation• Seat Comfort• Fast Securement

Survey Said: “Sleek, Modern Image; Quiet; Safe” Survey Said: “Sleek, Modern Image; Quiet; Safe”

New Flyer Invero i40 LF

Irisbus Civis

StandardArtic

Stylized Artic

Specialized

Stylized Std

New Flyer Hybrid Electric 60DLF-BRT

NABI 42-BRT

Gillig 40 BRT

NABI CNG 60 BRT

Image/Branding/Identity + Frequent, Reliable Service = Increased RidershipImage/Branding/Identity + Frequent, Reliable Service = Increased Ridership

% RidershipIncrease

% Time Savings

35 - 100 17 - 43

Does Brand and Image Matter As Much as Other Things?Does Brand and Image Matter As Much as Other Things?

CityDistinct Livery/ Image

Color- Coded Station

Type & Length

Styled Vehicle?

Number of Doors Board/

Exit

Bus Capacity

% Rider-Ship

Increase

% Time Savings

Boston Silver Stops & Stations

Artic 60

No 3 / 3 97 >80 -

HonoluluRainbow

Wrap Stops Artic 60

No 1 / 3 62 38-100 43

L. A. Metro Rapid

Color Coded Stops

Low Floor

40/45/60

No & Yes 1 / 2 51 40 25

Oakland Color Coded Stops 40 Van Hool Sort of 3 / 3 70 35 17

*Estimate

Branding/Image Features Outcomes

**Over YearsFalbel, Levinson et als: Median 15% due to image/branding

Case study: Las VegasCase study: Las Vegas

Service features: Hi-tech French made

Civis 5 mi exclusive lane Distinctive stations 12-20 min. headways, 17

hr./day Same fare, but pre-paid

Image and brand essential in land of glitz

Huge success, at least 3 more corridors planned

Service features: Hi-tech French made

Civis 5 mi exclusive lane Distinctive stations 12-20 min. headways, 17

hr./day Same fare, but pre-paid

Image and brand essential in land of glitz

Huge success, at least 3 more corridors planned

LA Metro Rapid: Incremental BRTLA Metro Rapid: Incremental BRT

Simple route layout: easy to find/use

Frequent: 3-10 minutes during peak

Fewer stops: ¾ mile apart Level boarding (LF buses

speed-up dwell times Enhanced stations: maps,

lighting, canopies, “Next Bus” displays

Same fare Minimal investment:

Signal priority Passenger information Strong branding (buses,

stations etc.)

Simple route layout: easy to find/use

Frequent: 3-10 minutes during peak

Fewer stops: ¾ mile apart Level boarding (LF buses

speed-up dwell times Enhanced stations: maps,

lighting, canopies, “Next Bus” displays

Same fare Minimal investment:

Signal priority Passenger information Strong branding (buses,

stations etc.)

Results after demonstration:

•23-29% reduction in travel times

•38-42% increase in riders/weekday

•1/3 of total choice riders, Same cost

28 routes, 28 routes, 450+ miles 450+ miles by 2008by 2008

Framework and ContextFramework and Context

15 routes now in operation Newest to be launched in June Analyzed all MTA and Municipal

Operator bus routes (250) Identified regional corridors

(36) 500 boardings per route mile 10 mile route length

Narrowed to 28 Corridors: Transit use (passengers, %

weekends, travel time, average trip, load factor, etc.)

Transit potential: within .5 mile, activity ctrs., employment density on corridor

Transit dependence: % poverty, 0 car homes

Tiered branding system

15 routes now in operation Newest to be launched in June Analyzed all MTA and Municipal

Operator bus routes (250) Identified regional corridors

(36) 500 boardings per route mile 10 mile route length

Narrowed to 28 Corridors: Transit use (passengers, %

weekends, travel time, average trip, load factor, etc.)

Transit potential: within .5 mile, activity ctrs., employment density on corridor

Transit dependence: % poverty, 0 car homes

Tiered branding system

Results on 11 routes to date:

•15% average increase in riders/weekday

•1/3 new riders are former auto commuters

•Same operating and very low capital cost

Case study: Leeds ‘Overground’Case study: Leeds ‘Overground’

Created to simplify use 10 min. headways max. Other new services added (ftr) Ridership increased, but serious

brand confusion with London plans

Created to simplify use 10 min. headways max. Other new services added (ftr) Ridership increased, but serious

brand confusion with London plans

Advanced Branding Theory:“Brands As Cults” (—Douglas Atkin, The Culting of Brands)

Advanced Branding Theory:“Brands As Cults” (—Douglas Atkin, The Culting of Brands)

When Customers Become True Believers: “People join not to conform but to become more

individualistic” Brand is part of customers’ identity Examples:

Saturn? BMW? MB? Starbucks? Apple (Mac and iPod)? Certain (Online) games? Sports teams?

Creating Cults: Community Admiration—even devotion to—brand values Sense of shared mission/purpose, us vs. them Heirarchies: onlookers, members, ubermembers

When Customers Become True Believers: “People join not to conform but to become more

individualistic” Brand is part of customers’ identity Examples:

Saturn? BMW? MB? Starbucks? Apple (Mac and iPod)? Certain (Online) games? Sports teams?

Creating Cults: Community Admiration—even devotion to—brand values Sense of shared mission/purpose, us vs. them Heirarchies: onlookers, members, ubermembers

Can public transportation “cult” its brand?Can public transportation “cult” its brand?

Do you have devotees? (Club MAX) Is there a shared sense of purpose? (LACMTA) Is it a higher purpose? (Use your EIRs) Do you have distinct corporate and product

values? Are they “taught” or “discovered”? Do you have community: Do riders, workers,

management, stakeholders share in it? Does the campaign end when the referendum

passes? Is it bottom up or top down?

Do you have devotees? (Club MAX) Is there a shared sense of purpose? (LACMTA) Is it a higher purpose? (Use your EIRs) Do you have distinct corporate and product

values? Are they “taught” or “discovered”? Do you have community: Do riders, workers,

management, stakeholders share in it? Does the campaign end when the referendum

passes? Is it bottom up or top down?

Six Branding Myths(—Matt Haig, Brand Failures)

Six Branding Myths(—Matt Haig, Brand Failures)

1. If a product is good it will succeed (Beta VCRs)

2. Brands more likely to succeed (90% of brands die in 5 years—80% after introduction)

3. Big companies always have better brands (New Coke)

4. Strong brands are built on advertising (ads can support but not build the brand)

5. New will always sell (see #2)6. Strong brands protect products (reality:

strong products protect brands)

1. If a product is good it will succeed (Beta VCRs)

2. Brands more likely to succeed (90% of brands die in 5 years—80% after introduction)

3. Big companies always have better brands (New Coke)

4. Strong brands are built on advertising (ads can support but not build the brand)

5. New will always sell (see #2)6. Strong brands protect products (reality:

strong products protect brands)

10 Killer Branding Rules(—David D’Alessandro, Brand Warfare)

10 Killer Branding Rules(—David D’Alessandro, Brand Warfare)

1. It’s the Brand, Stupid: “Focus Like A Laser”2. Create Co-dependency3. Great Messages, Bucking Broncos—Don’t

let go!4. Fight for Great Advertising5. Sponsorships: Remember P.T. Barnum6. Don’t Confuse Sponsorship with the

Spectacle7. Crush Scandal: 10 seconds can destroy a

century8. Make Distributors Slaves to the Brand9. Use Your Brand to Lead to A Better Place10. The Brand Is Strategic: Starts with the CEO

1. It’s the Brand, Stupid: “Focus Like A Laser”2. Create Co-dependency3. Great Messages, Bucking Broncos—Don’t

let go!4. Fight for Great Advertising5. Sponsorships: Remember P.T. Barnum6. Don’t Confuse Sponsorship with the

Spectacle7. Crush Scandal: 10 seconds can destroy a

century8. Make Distributors Slaves to the Brand9. Use Your Brand to Lead to A Better Place10. The Brand Is Strategic: Starts with the CEO

We Can Be/Are Good At This!(In fact, this should be a natural)

We Can Be/Are Good At This!(In fact, this should be a natural)

1. Focus and Simplicity: “Go Gold”2. Codependency: Choice Riders “Dependent”= TOD3. Great Messages, Bucking Broncos—Don’t let go!4. Fight for Great Advertising—Metro Rapid Billboards5. Sponsorships: Remember P.T. Barnum6. Don’t Confuse Sponsorship with the Spectacle7. Crush Scandal: 10 seconds can destroy a century8. Make Distributors Slaves to the Brand9. Use Your Brand to Lead to A Better Place10. The Brand Is Strategic: Starts with the CEO

1. Focus and Simplicity: “Go Gold”2. Codependency: Choice Riders “Dependent”= TOD3. Great Messages, Bucking Broncos—Don’t let go!4. Fight for Great Advertising—Metro Rapid Billboards5. Sponsorships: Remember P.T. Barnum6. Don’t Confuse Sponsorship with the Spectacle7. Crush Scandal: 10 seconds can destroy a century8. Make Distributors Slaves to the Brand9. Use Your Brand to Lead to A Better Place10. The Brand Is Strategic: Starts with the CEO

Branding Theory Applied: Do’sBranding Theory Applied: Do’s

Be clear and consistent Choose branding that resonates Communicate a shared vision Create a community Lead with brand as symbol of vision Get CEO/Board Buy-In

Be clear and consistent Choose branding that resonates Communicate a shared vision Create a community Lead with brand as symbol of vision Get CEO/Board Buy-In

Branding Theory Applied:Don’tsBranding Theory Applied:Don’ts

Don’t overpromise Don’t undermine brand with service

decisions later Don’t forget to coordinate brand

strategies (rail, bus, BRT) but Don’t overcomplicate Don’t be afraid of losing a little

community control Don’t let go Don’t go/stay on vacation during crisis

Don’t overpromise Don’t undermine brand with service

decisions later Don’t forget to coordinate brand

strategies (rail, bus, BRT) but Don’t overcomplicate Don’t be afraid of losing a little

community control Don’t let go Don’t go/stay on vacation during crisis

Suggested Branding Matrix: Interrelated TechniquesSuggested Branding Matrix: Interrelated Techniques

Strategy Brand values

Customer Ease/Use

Service criteria Benefits

% of RidershipIncrease

Vehicle Design

10-21%

Station Design

Signage

Logo/color scheme

Maps, brochures, etc.

Advertising, DM, website etc.

Integrated Strategy Is Essential

ConclusionsConclusions

Most successful systems have strong branding Largest System Performance Impacts:

Capacity (Vehicles + Frequency + Route Speed) Speed and Acceleration Reliability/On Time Performance

Largest System Design Impacts Branding Vehicle Styling Cleanliness/Maintenance/Advertising Policy Driver/Customer Service Courtesy

The Brand Invites ’Em, But Performance Keeps ’Em

Most successful systems have strong branding Largest System Performance Impacts:

Capacity (Vehicles + Frequency + Route Speed) Speed and Acceleration Reliability/On Time Performance

Largest System Design Impacts Branding Vehicle Styling Cleanliness/Maintenance/Advertising Policy Driver/Customer Service Courtesy

The Brand Invites ’Em, But Performance Keeps ’Em

FTA Document: Characteristics of BRT for Decision Makers

www.fta.dot.gov

FTA Document: Characteristics of BRT for Decision Makers

www.fta.dot.gov

2002

“BRT Toolkit”www.weststart.org“BRT Toolkit”www.weststart.org

Publication tools for BRT planning

WS-CS and industry resources

Excellent outreach videos on branding Simple Solutions on Curitiba BTI video on Curitiba, Bogotá

and Brisbane

Publication tools for BRT planning

WS-CS and industry resources

Excellent outreach videos on branding Simple Solutions on Curitiba BTI video on Curitiba, Bogotá

and Brisbane

Thank youThank you

www.pbworld.comwww.metro-magazine.com/brtwww.calstart.org/brtwww.fta.dot.gov/brtwww.nbrti.orgwww.gobrt.org

www.pbworld.comwww.metro-magazine.com/brtwww.calstart.org/brtwww.fta.dot.gov/brtwww.nbrti.orgwww.gobrt.org