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PERSONAL SERVICE IS THE SECRET

25th December 1953
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Page 30, 25th December 1953 — PERSONAL SERVICE IS THE SECRET
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Which of the following most accurately describes the problem?

says Andrew Seacombe

FORTY years ago a young man who had long cherished the ambition to become a journalist entered instead the "ever-romantic, ever-changing and exciting business" of road passenger transport. Although his early ambition was not realized he did not lose interest in the written word, and the fact that he is one of the finest eiponents. of public relations in the industry probably springs from his early leanings towards writing.

Today he heads one of the largest stage-carriage and express-service undertakings in Britain. I refer to Mr. H. Bottomley, general manager

• of Ribble Motor Services, Ltd., Preston. .

The success of the Ribble undertaking is not completely a geographical accident; • it is the result of foresightedness, courage and good relations with their customers.

Mr. Bottomley takes an active interest, in all aspects of his company's public-relations policy. A typical example of this was afforded, recently by the publication of a 70,000-word manual modestly entitled, "On Enquiries" (reported in The Commercial Motor on October 16), which has been circulated to district officials and inquiry office clerks of the company.. The manual was written entirely. by Mr. Bottomley—in shorthandand, were it available generally, it might well be accepted as a standard work on public relations in passenger

transport. • Ribble have always regarded it as important that their booking and inquiry offices should keep in step with the rapid expansion of their long-distance services, extended holiday tours, excursions, private hire B4 and other services. Since the war, they have spent thousands of pounds on modernizing these offices—of which there are 36 in towns as far apart as Liverpool, Carlisle, Manchester and Skipton—so that they should avoid the austere and utilitarian appearance of a post office and, instead, be "light, cheery, attractive, spacious, interesting, alive."

. Mr. Bottomley. places great dependence on the appearance of inquiry offices. The first essential is cleanliness, the second is tidiness, and the Third is to keep literature and posters up to date. A holder from • which leaflets can be easily extracted by visitors is a standard fitting in all offices.

Among desirable fittings which give the impression of a place " vibrating with interest and breathing attentiveness," Mr. Bottomley lists, in season, a bowl of fresh flowers, one or two mirrors strategically placed for women and, say, a copy of the "Bus-spotter's A.B.C." for the fidgety little boy.

Much has been done to make readily available to the public travel information relating not only to Ribble services, but to those of other —often competing—operators.

,'-One of the most interesting innovations has been the provision in each office of a library of time tables issued by every major operator in the country. Ribble's aim is to provide information of Britain's road services corresponding to that provided by British Railways' offices lb; rail services.

Incidentally, Ribble do not exclude rail, air and steamer information. "We have proclaimed ourselves as advisers on all forms of travel ir Great Britain, and we must live ur to the obligations we have accepted," says Mr. Bottomley.

For would-be travellers who may wish to know something of a town they propose to visit for the first time, a well-stocked library of local guide books is available.

The time-table library is clearly visible to all visitors. Lettered "Timetables of Great Britain," the visitor's immediate impression is that here is all the authoritative information on road travel in Britain that he requires.

Reference to the time-tables is simplified by a key in the form of a map of Britain which, in addition to showing the routes of all operators' express services, also indicates by means of reference numbers the approximate area covered by a particular operator'ss stage-carriage

services. These reference numbers correspond with the numbers of folders in which the appropriate time-tables are held. The map, which is prominently displayed in each office, is similar to • the one provided — at Mr. 'Bottomley's suggestion -in the " A.B.C. Guide."

' He feels strongly on the subject of ,indexing time-tables. He believes that not enough attention is paid to the method of indexing, for, as he points out, the time-table is often the only means for contact between an operator and a would-be passenger.

He would like to see indices standardized throughout the country. His opinion is that it would go a long way towards educating the public in the correct reading of time-tables. Expressing the hope that one day education authorities will wake up to the need to instruct pupils in their use, he comments: "It is perhaps true to say that maybe one in a hundred persons examines time-tables with complete confidence."

"Standardize Time-tables"

Mr. Bottomley adopts a similar attitude towards abbreviations, the necessary evil of time-tables. It is interesting to note that both Ribble systems have been adopted in the A.B.C. Guide," and operators would do well seriously to consider standardization.

Mr. Bottomley puts the work of the inquiry clerk in its proper perspective with these words: "Ribble's reputation is upheld or marred by what you do when on duty. You are often an intending passenger's first contact with a representative of the company, and his or her impression of you, your manner, and the value of the replies you give to the questions asked, are at once taken as a measure of the company's competence and standing."

An unintentionally amusing discourse on the subject of using a telephone points out the "horrible impressions which can be sent along a strand of wire by the thoughtless, the impatient or the unwary."

Ribble carry the equivalent of four times the population of Britain every year, and passengers come from every walk of life. There must, therefore, be instant adaptability on the part of the clerk when talking to an inquirer.

It is not every inquirer who realizes that an operator is pleased to give free information and assistance, and the aim, therefore, is to make him feel welcome and at ease. But a word of warning on unconsciously being too familiar is tendered by Mr. Bottomley. He 66 points out that a common inoffensive form of address is " Luv." .Reserire that for your personal friends, he says.

.Pointing out that good salesmanship consists of selling something which a purchaser will be glad to have bought, he says that in order to maintain the company's reputation they must ensure. that the customer knows what he is paying for. One of the main requirements of the clerk, then, is a full understanding of the company's facilities.

The manual is liberally illustrated with diagrams tracing Ribble's stagecarriage services and connecting points of services operated by other undertakings, including rail, steamer and air. The services are explained by detailed explanatory notes, and the clerk is given an outline of much that he is required to know also of activities which dovetail with Ribble's interests.

The company's position in the national field of passenger transport is explained, and a complete list of B.E.T. associated companies is given, as well as joint operators of stagecarriage and express services, of which there are 22 and 14, respectively. .

" Information " pads are an essential in all offices. Clerks are trained to jot down on these the bus departure time or the route queried and to hand it to the inquirer.

The slip is symbolic of the kind of personal service Ribble want their customers to appreciate. Handing over a printed leaflet showing the time-table of the service required does not produce quite the -same effect.

Psychology

When an inquirer asks for details about an express service, the clerk is advised to discuss " coaches " rather than "buses" The psychological effect of " coach " is more favourable when associated with a long journey.

It has been said time and again that a bus company's most effective public-relations officers are its platform staff, but this is true only to a degree. They cannot be expected to explain company policy, particularly with regard to the need for increases in fares, but at the same time lack of such knowledge on their part is no fault of Ribble's policy.

Every trainee conductor is given an address by Mr. Bottomley on his first day in the training school. Among the primary requirements of a conductor he lists a naturally obliging and pleasing manner, tact at all times, but especially when awkward and trying situations arise, and a sense of loyalty. Employees are kept fully informed ofnew developments by. Means of the Staff Bulletin, a well-produced illustrated monthly journal that combines instruction With amusement. When applications for fare increases are made,' thereasons are given in the journal, so that staff are fully briefed to answer passengers' queries.

A regular feature in the Staff Bulletin is letters of commendation of staff received from passengers. The "good relations" value of this type of publication is particularly emphasized in an undertaking of Ribble's size.

Details of proposed fare increases are also circulated to the 120 local authorities in the Ribble area, as well as to newspapers. The result in the past, compared with the experience of other undertakings who, presumably, have not given full explanations, has been astonishing. Instead of objecting some of the authorities have actually supported the proposals.

Good Press Relations

Mr. Bottomley's relations with the Press are exceptionally good. He makes it known that he is accessible by night and day and, consequently, finds that when he needs the co-operation of journalists he invariably gets it. A qualified journalist is employed on a part-time basis by Ribble to advise on the presentation and distribution of news.

The company's art work for posters and leaflets is of a high standard. They employ, full-time, a first-class artist, and keep up to date on the latest developments in poster design and finishes. The publicity department has its own silk-screen printing plant.

A close check on editorial mentions of Ribble services in local guide books is kept by a member of the publicity staff. If it is discovered that a guide book of a district covered by the company gives n6 details of the services, a representative will point out to the publishers the value of such information to the reader of the guide.

Guide books are, of course, a valuable inclusion in Ribble's schedule of advertising media, which is extensive.

Few undertakings could hope to emulate Ribble's success in the field of public relations. General managers with natural leanings towards this subject are few, but it is surely incumbent on them to ensure that the best results are obtained. If this cannot be achieved by existing methods they would do well to consider employing a man trained in the art of, public relations.


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