TravelMaster Retail Strategy 2018-2021
TravelMaster is delighted to be able provide our partners, stakeholders and operators with the TravelMaster Retail Strategy 2018 – 2021.
“TravelMaster intends to support patronage growth, enhanced access to opportunities and economic development within the Sheffield City Region through the delivery and implementation of commercially sustainable, customer orientated, technologically innovative and integrated ways of selling and fulfilling our products to our customers.”
– Retail Strategy Statement – July 2018
The TravelMaster Retail Strategy details TravelMaster’s core priorities around the retail of our products and provides a range of aspirational objectives that we intend to explore throughout its duration designed to enhance the retail proposition we offer for our customers.
OUR CORE PRIORITIES
We will proactively assess all our retail aspirations and the retail of our products more generally against three core priorities; this will be in addition to ensuring we comply with all our obligations under the Ticketing Scheme Block Exemption to the Competition Act.
Those Priorities are:
|Priority One||Priority Two||Priority Three|
|Customer Relevance & Accessibility||Commercial Viability & Sustainability||Technological
Innovation & Resilience
These core priorities will ensure that the retail of our products moves with technological innovation, operates in a commercially sustainable way and more importantly remains in the interests of our customers.
OUR RETAIL ROLE
The Strategy provides clarity on TravelMaster’s role around the retail of our products.
It details the role we have in procuring retail systems, either directly or indirectly through a retail agent, approving the deployment of our products through retail systems and managing the delivery of our products through our own retail channels and those provided by our retail agents.
OUR ASPIRATIONAL OBJECTIVES
Across the duration of the Retail Strategy the company will look towards the delivery and feasibility of:
– implementing logical pricing differentials, based on ‘walk-up’ and ‘advance’ purchase, to encourage sustainable channel migration for the benefit of customers.
– implementing or steering towards technologically innovative means of product fulfilment that add value to our customer proposition; such as web sales and app based sales.
– integrating seamlessly and sustainably with the capping system under Transport for the North’s ABBOT system of ‘contactless caps’.
– replacing the sale of 7 Day products on board buses & trams with innovative and accessible off-vehicle points of sale for customers.
– replacing Mag-Stripe Products issued at Rail Station Ticket Office with ITSO smart products loaded through station Ticket Vending Machines.
The Strategy provides an overview of these aspirations, the reasoning behind them, how we will assess them against our core priorities and the timescales within which we intend to undertake them.
These aspirations are areas the company intends to explore at the time of the Strategy being written and they may fluctuate due to market changes, evolving consumer demands or as technological advancements come to the fore.
2018 will see us finalise our extensive programme of product simplification with the introduction of the 18-21 Discount Card to replace our unsustainable legacy Age-Entitlement products.
This will clear the way for us to assess the viability and rationale around the creation of pricing differentials based on ‘walk-up’ and ‘advance’ purchase rates for our core range.
We will assess this in October 2018, alongside deciding on our approach towards the online retail of systems in August 2018, with the aspirational deployment of both deliverables in Q1 2019.
2019 will see us aim to deliver the sale of products through an online platform in Q1. This will be alongside aiming to deliver products through enhanced mobile solutions; such as extended NFC functionality or Host Card Emulation in Q2.
We will also assess the impact and feasibility of replacing Mag-Stripe Tickets from sale through staffed Railways Stations during Q1 & Q2 with the aspirational replacement of this media with ITSO smart card, issued through Ticket Vending Machine, in Q3.
Finally, we will lay the framework and begin assessment to determine if the replacement of 7-Day products sold on-vehicle with off-vehicle points of sale is feasible, deliverable and sustainable.
2020 will see us finalise our assessment into the feasibility of replacing on-vehicle 7 day sales with new channels to ensure that it will not disadvantage customers; with the aspirational delivery of this in Q3.
We will also undertake preparation around how our products will convert into the multi-operator caps within the TfN ABBOT system throughout 2020 alongside determining the categorised of primary or secondary retail channels internally for marketing and promotional purposes. The timetabling for this is outside of the Company’s control.