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