Having been accused of being somewhat querulousrecently with posts about oneand miserable online experiences, I thought I'd pass readers a link to the new Kate Moss ad for Virgin mobile. One of the highest rating areas of this blog is the picture of Kate in a QPR shirt (mucky readers) and so I expect this to be a bit of a festive hit. Entirely safe for viewing at work by the way. The bearded entrepreneur and his team have done it again.
I wanted to open this blog entry with the line “today I got an early Christmas present” but, as I hope you’ll soon discover that isn’t really the feeling I want to capture. I’m actually disappointed. A bit like opening said present and discovering that it’s not quite what you wanted it to be, an Action Man without working limbs for example.
Regular readers of my blog (aside: may have been disappointed recently by the lack of entries) will know of my frustration with one railway. Only last night I threw away all the letters I had stored up following compensation claims for punctuality problems in the last 18 months. I had intended to log these and produce some kind of graph for you all, the true figures of performance shame but instead one did it themselves.
They released figures this week that were awful. Dropping from 88% punctuality (2004) to 81% (2005). The thing is, this represents all journeys on the London-Norwich route, taken over the commuting peak period I bet it’s so much worse. The figures from the rail regulator show that the train companies are still nowhere close to punctuality figures from seven years ago when the average age of rolling stock on the lines was, on average, 10 years older.
In April 2004 Tim Clarke, existing MD of Anglia was unveiled as the new MD of one. He bought with him all the problems of the old network but presented a vision of the new and, to be fair, things did improve a little. Statistically, more trains were provided, more punctuality and reliability. But in the last quarter we have experienced some horrendous episodes and despite peculiar recognition at customer service awards he has stepped down. These awards are the result of innovation in customer service – i.e. their Delay Repay scheme: acknowledging that they get things wrong, not necessarily doing this with compassion, competence or the intention to improve it. This system is flawed, both for the customer and the company:
1. The company have to pay out vouchers and this must inevitably cost them money. If it doesn’t it costs Network rail money who then can’t invest it in improving the service. 2. The customer gets a voucher which, if they are a non-London commuter, is useless unless you store them all up to offset the season ticket each year. By which £50 (last year’s income from claimed compensation) off a £2300 season is just over 2% … this infers that 98% of the service I paid for was acceptable. Simply untrue.
You’ll see from previous letters, most notably this one, that one don’t actually have any innovative ideas about customer service. They’ve developed one as a way to say “we’re doing something” but it’s the whole package that’s in need of innovation. In a way it’s disappointing that an MD has to resign as it’s not useful to have to start again, at least Tim knows the line, knows the organisation and knows what needs to be done it’s just so sad that the whole team don’t seem to have the answers. I’m guessing we’ll see a grand announcement shortly after Christmas as to who’s to take over and loads of talk of new trains, better service etc. etc. But much of this will already have been set-up by Tim Clarke and the momentum will already be there. What will really happen is we’ll have a honeymoon period of good intentions and a desire to improve followed by further stagnation. Until train operators start employing visionary charismatic leaders (like Branson) and use the energy and innovation seen outside the sector, more heads will roll and the trains, increasingly, will not.
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