TfL adds cycling routes to Open API

cycling London highways

Latest addition to portal provides potential for app development to support cyclists

Transport for London (TfL) has opened up a new open data source for mapping information on cycling in the city.

The organisation, which has been one of the leaders in making its data freely available for re-use, said that app developers will be able to use the information on its Cycle Superhighways and Quietway through its open data portal. Data on new routes will be added as they open.

This should enable developers to map out the existing networks within apps and on websites, and can be combined with previously released data, such as the location of cycle parking and availability of bikes from docking stations for London’s hire bikes, to help cyclists plan their routes.

TfL have continued to develop against their mission to keep London moving and innovating by providing data in Open Format for experts to develop into Customer Experience CX friendly Apps. Londoners already use apps to navigate around London every day, and by ensuring this cycling data is available to developers, they make a big difference to the way journeys are planned.n Cyclists can then plan the best route for them rather than simply following the way they would go by car or bus and find quieter more friendly routes

There are now more than 600 apps powered by TfL data including Citymapper. It has been very active in adding feeds to its open data portal, with initiatives last year including the provision of data on the London Trams network, historical crowding at Underground stations and road closures for the London Marathon. It also extended its APIs to include data on the Night Tube service.

A truly innovative way of using data to deliver against TfL mission, it’s commercial imperatives through delivering improved CX via data.

Data is Magic for Disney

disney Magic band

“advanced technology is indistinguishable from magic”

Data Pulse #7

My god-daughter Rose Bolcato has just visited Disneyland Paris for her Birthday weekend over Easter. she loves the magic that is Disney. Disney  is the place to take your kids ( both small and grown up ones like me). The Disney brand is all about “Magic” and it’s critical to tell that story consistently.

Disney has invested heavily in its new ‘MagicBand’ technology that delivers an enhanced, data-driven experience for guests at Disney World.

The MagicBand, containing an RFID chip and a radio, connects visitors to a network of sensors around the park. The band allows guests to open hotel doors without a key, enter theme parks, use FastPasses for rides, and make purchases without a card.

The only information stored in the band is an identifier – all other data is stored remotely in the cloud. The MagicBands, sensors and supporting systems generate a rich stream of live data: who is visiting which parks, which routes they use, which rides they are visit, when they visit, queue lengths, food purchased, meal times, shows attended, gifts bought, bathroom stops, time spent in hotel rooms and more. This information allows Disney’s analytics team to make data-driven decisions to optimise the park experience so that visitors have a longer, more enjoyable stay – and spend more while they are there.

 

5 Steps to Digital Mastery

customers 7

Digital mastery in an ever increasingly digital world is one of the key priorities of an organisation. The road to travel on the journey to making your organisation more customer focused in a digital world is challenging and one that requires alignment and commitment from the CEO, the Board and Shareholders down.

There are 5 priorities for a chief customer officer  / chief digital officer

1) Build a clear vision of a radically different future state and align it with Shareholders Board, CEO and Exec.  ensure that they are involved in co-creating the vision and understand the elements of how it works. If you need to train them on Twitter, facebook, what’s app or programming, do it so they understand a digital world.

2) Engage Colleagues in a 18m-36m Goal and develop a clear action plan. Ensure that you have a detailed and well managed transformation programme with agreed outcomes. Engaging colleagues in building this will be critical. It’s amazing how digitally literate teens and twenty somethings in a retail organisation are!

3) Breakdown fear of data and digital across the organisation. Board-> Senior managers-> middle managers -> Colleagues. Communicate widely and use storytelling to engage at all levels. Be very pragmatic and engage people in learning by doing rather than telling ( run Twittter workshops, small projects designed to deliver quick wins, training by doing.) Focus on small wins early and let people tell these stories across the organisation themselves as their wins. Align objectives and remuneration to deliver the goal from Exec down to all colleagues.

4) Foster stronger bonds between technical and business people. This is a two way process to ensure the technical teams understand the commercial imperatives, and customer solutions you would like to build, and the business teams learn to trust the expertise of technical IT teams. It will also allow you to improve data quality through showing the business impact.develop a data strategy aligned to business goals , build tools as required to deliver commercial goals.

5) Steer the course through strong Governance. Digital Transformation should be governed through the EXEC as well as relevant touchpoints to ensure continual alignment.

These 5 priorities along won’t drive the transformation but applying them is a start that many organisations who are now Digital Masters followed.

 

Easyjet flys easy

easyjet4Data Pulse # 434

Removing Friction in the customer journey to make it easier is critical for future success, and is important as a way of telling your Brand story , particularly if you are called EasyJet. Digital transformation can accelerate this change if applied with a clear focus on the commercial goals combined with deep understanding of the customer journey .

Easyjet have made great strides at using digital technology to transform the organisation making it easier for their customers to travel, simpler for their colleagues and cheaper for the organisation. They started with a clear understanding of the commercial goal: More customers flying more often on Easyjet, and developed a series of customer propositions that made it easier to fly driven around the key hardware that most travellers provide themselves: The Smartphone.

Easyjet app developed with key functionality

easyjet2 (2)

 

1) Book Flight

2) My Flights Booked

3) My Flights Tracked

4) Mobile Check-in and Mobile Boarding Passes.

5) Option to book HireCare & Hotel.

All personalised through MyEasyjet traveller registration , that uses customer data held, (including passport, address credit card details ) geolocation of all data, previous flights searched and taken to make it easier for booking.

I am just heading off skiing flying Easyjet:

  1. The email alerts prior to travelled felt timely & relevant: adding personal information, and checking.
  2. The mobile boarding pass removes friction in finding a printer to print a boarding pass and then not losing the boarding pass as you travel through the airport .
  3. The Flight Status monitor is an easy way of seeing ahead of leaving for the airport if flights are delayed or reassurance.

Easier Self Serve Baggage Drop.

Easyjet now have self serve baggage drop in Manchester as well as Gatwick , which makes it easier and quicker to drop off baggage rather than queuing

What Friction Points Next?

TO AND FROM THE AIRPORT

I would appreciate Easyjet helping me get to the airport and then to my onwards destination. It would be easy to partner / connect with Google or Citymapper to provide live travel options on drive times, Trains/ buses to catch, or even a link to Uber to get a ride to and from the airport.

WALK THROUGH AIRPORT STRESS FREE.

I would really appreciate being walked through the airport with digital alerts that help me understand which gate to go to , the time to gate, and alerts on how busy it is at anyone time.  This technology is available and has been piloted in London City Airport by Dan Byles and the team at PlanetIT. So watch out for a digital concierge helping you through the airport and ensuring you have enough time and and not be rushed.

Eat, Drink and Shop at your pace.

I’ll even be able to order ahead and have my Starbucks coffee and porridge waiting for me as I arrive through security !

I am a demanding customer but I am really just like everyone else just more vocal.

Dunkin Donuts Data Perks

dunkin donuts coffee and donut

Dunkin Donuts are just beginning to establish themselves in UK but in USA are the largest coffee retailer, and have applied data driven analytics and technology effectively to improve the customer journey.

A coffee and a Donut is one of the most popular calls, and is the mainstay of this convenience foodservice retailer.

Dunkin Donuts recognised the key to convenience retailing lay in the palm of their customers hands and build a customer journey revolving around the smart phone. They created an app based journey where customers could pre-order, collect and pay for their Dunkin Donut. It started with a minimum credible product, simple sign-up and sign-in and has developed into one of the most recognised programmes in USA.

. They understood the customer journey not in part but fully and recognised they were a convenience foodservice retailer and making a coffee and a donut easy for customers would drive more customers to make more visits.

Dunkin Donuts wanted to reward loyal guests in a fast and convenient manner, and provide an overall superior customer experience. Very similar to the goals that Whole Foods had in mind when launching its own loyalty program.

Understanding the Commercial Goals: Dunkin Donuts used advanced analytics to understand the commercial imperatives, and what would best drive them. They recognised that there was a bigger upside from increasing visits and number of visits that slightly increasing the average basket. ( There are only so many coffees and donuts you can eat in one sitting , but it’s important to be the coffee house of choice when there is a choice of 2-3 on the street.

Design a Customer experience that delivers the commercial imperative: They were clearly focusing on driving additional visits from additional customers because they designed a DD Perks programme that rewarded frequency vs average basket.

The Points based reward Rewarded Frequency: Assuming people ordered a coffee and a donut they earned points which became a free coffee every 10-20 visits.  High value to the consumer and relatively low cost to Dunkin Donut.

They also made it easy and intuitive to sign up, and in addition to the basic points structure, Dunkin’ also included features to drive more sign-ups. Sign up on an app downloaded onto their phone,

Make it easy to get to the first reward Customers get a free reward when they join and on their birthday,. That emotional feeling of drinking a free coffee prompts more usage of Dunkin Donut

Make it more rewarding: once the first reward has been claimed targeted offers for incentives and bonus points based on consumer behaviour enable fast rewards accumulation

Make it Easy to Use / Pay Customers must pay with a registered DD payment card at participating locations, or more importantly customers can connect their DD cards to their phone, which enables mobile payments and gets more customers (hopefully) to download the Dunkin’ mobile app.

One last benefit of the program is that customers can share rewards with friends, which is high on many customers’ lists as a desirable loyalty program feature.

Technology developments to make it Easier :  with the onset of Apple Pay, Dunkin Donuts enable mobile ordering through its app. Customers on their way to Dunkin’ Donuts can get their order in quicker, and Dunkin’ can speed up its line. In addition, Dunkin’ also announced interest in Apple Pay as a way to make payments easier for consumers

 

Three key outtakes for success:

  1. Be Clear on the commercial imperative: frequency or average spend
  2. Make it simple, rewarding to use
  3. Integrate across the whole customer experience to make it easy for the customer

Dunkin-Donuts shop

Grab a Breakfast at Greggs

greggs

It’s not something that you would usually associate with Greggs The Pasty Champion but they have now entered the Digital world and starting to create an omni-channel customer journey that has the potential to change the high street and take on Starbucks at their own game.

This week Greggs updated it’s new ‘Greggs Rewards’ mobile payment app designed to reward its customers for their loyalty whilst making shopping across its 1,700 shops more convenient, quicker and easier.

The rewards app is the first entirely digital loyalty scheme launched by a UK food-on-the go retailer that eliminates the need for customers to carry a separate loyalty card or their wallet when they shop.

By registering for a Greggs Rewards account via the app or online at http://www.greggs.co.uk, customers can top up their accounts with any amount from £5-£50 using their debit/credit card or with the added safety and simplicity of PayPal, allowing them to pay securely in-store with their smartphone.

Greggs Rewards will not only allow customers to pay swiftly for their purchases, but also reward them with exclusive treats and rewards built in to the app.

These offers include a free Greggs’ breakfast when opening an account with at least £20, hot drink incentives (e.g. buy 7 coffees get your next free), a birthday treat and a monthly prize draw for the chance to win an i-Pad when shopping using Greggs Rewards. Furthermore, PayPal is also giving the first 10,000 Greggs’ customers a free £5 bonus credit to spend when they sign up and register for auto-top up with PayPal.

Greggs Rewards has been developed using the Eagle Eye digital transaction network which enables retailers, in real time to connect with potential and existing customers, to deliver relevant offers, rewards and services that can be redeemed securely through any point of sale. The digital solution removes the need for paper vouchers or plastics cards, making for a seamless shopping experience that eliminates fraud.

Greggs have built a great machine with IT and payment partners the challenge exists whether they have also built the internal capability to learn how to follow the customer and add value in a segmented and targeted way.

 

 

 

 

Everyone Everywhere True North

customers 14.jpg

I learnt early in my career that Service organisations have millions of brand touch points delivered everyday by colleagues who interact with customers. Once you have defined the Customer Offer and Brand Story, aligning all the Brand touch points to give a consistent Brand Story is critical for success. This is the  essence of the “True North” turn around plan at Co-op Food. There are lots of ways to do this:

Tesco has implemented Yammer – an ‘enterprise social network’, allowing them to realise a vision of having ‘over half a million valued colleagues effortlessly connected and aligned:  Everyone, Everywhere’. To make this work, Tesco had to also change policies and processes: Tesco added in-store wifi and changed their policies to allow store staff to take their personal mobiles onto the shop floor.

Coop has changed the policy that allows colleagues to use their own mobile phones in the convenience shops , and they have uses several different tools ( WhatsApp, Slack ) to enable colleagues to communicate more clearly with each other. Posting pictures, chating and solving their own problems.

This has helped to create a sense of community between colleagues that extends across stores. Colleagues use the network to celebrate success, share learnings, ask questions and find answers. For example, bakers might share images of their morning display – and the service has even been used to share excess stock with nearby stores that are running low

Yammer has encouraged greater cooperation and a healthy sense of competition. Directors are also able to monitor conversations and can react quickly if required.