Southern Rail.
Southern provides services in South London and between central London and the South Coast, through East and West Sussex and Surrey, and parts of Kent and Hampshire. Southern manages 167 stations and operates and maintains a fleet of almost 300 new and refurbished trains, seven days a week and up to 24 hours a day. We have been working with them since 2005 helping to communicate not only to their 120 million passengers but to their 4,000 strong staff too.
Who knew that getting to Brighton was so quick, easy and affordable?
New bookings from over 20,000 passengers after seeing the adverts.
Audience.
Lounging at the beach, shopping in the boutiques, stopping for a seafood lunch – you’re just loving your holiday. There’s plenty to nourish your soul, and your taste buds, here in...Brighton.
Challenge.
That’s right. Some of the finest places to take a break are in the South of England. Southern Rail needed a way to telling this to their thousands of passengers each year.
Insight.
Nothing gets people excited like planning a break. We honed in on the convenience and money-saving that Southerns new e-booking system could provide.
Result.
And the proof? In the first month over 20,000 passengers jumped at the chance to book their tickets as soon as they saw Southern’s online ads.
Building morale on the move.
Southern Rail retain their franchise.
Audience.
The next time you jump on a train and hear a passenger announcement remember that you’re listening to an employee who is often far from home, working on their own and may not see their manager from one week to the next. These people are the voice of the brand and shape the customer experience.
Challenge.
Maintaining morale across the workforce of a devolved transport network is a tough challenge. When Southern Rail took over a demoralised Connex workforce, staff engagement was the top priority. The aim: to turn around morale and improve the customer experience, taking Southern from "better" to "best".
Insight.
After talking to employees we decided that one small idea from everyone could make a huge difference. This message led the campaign. But how did we get staff excited? Interactive presentations, brainstorming groups and ‘action’ cards focussed everyone on finding one small idea. Each idea could then be put into action in the appropriate area.
Result.
The results have been good. Our achievable and local approach gained high approval from managers who ran the pilot sessions. It is now driving Southern towards their goal to be the best. So much so, that Southern recently won their bid to operate the franchise until 2010.