Evaluating a Transport Customer Value Proposition (CVP)

The primary aim of this project was to evaluate the needs and expectations of the Department of Transport and Main Roads’ (TMR) customers and design an updated customer value proposition (CVP).

Why is this important?

Customer value propositions and the process of co-creating value has been highlighted in previous research as highly important to effectively communicate value to various stakeholder groups – especially in the context of service design and distribution (Vargo and Lusch, 2008; Frow & Payne, 2011). TMR have recognised this in their approach and subsequently spent considerable time establishing a customer value proposition (CVP) framework in 2014. However, as time has passed and attitudes have changed, it is now important for TMR’s CVP to be re-evaluated and updated to align with current customer and staff needs and expectations, and with current best practice in customer value. The re-evaluation of the CVP will assist TMR is supporting the Advancing Queensland priority of Responsive Government and guide the provision of an aligned customer and staff experience.

What we did

The research approach followed the service design framework, which is a well-validated and successful behaviour change approach that is used to develop new solutions to old problems and provide holistic and multifaceted answers to research questions. The project was divided into three key phases: scoping, desktop review and primary research, and co-design of the updated CVP.

Phase 1 – Scoping:

Initially, the issue and context was scoped, to fully identify the problem and interest areas to be investigated in later phases.

Phase 2 – Desktop Review and Primary Research:

A desktop review was conducted to identify current knowledge of CVPs and performance measures of CVPs, as well as draw together relevant best practice examples to inform the design of the primary research instruments. Following this, an anonymous online survey of customers and interviews with TMR key informants were conducted. The surveys were analysed using multivariate behavioural economics-driven techniques and multidimensional scaling modellings, and the qualitative work was analysed using thematic analysis techniques.

Phase 3 – Co-Design of the Updated CVP:

Two separate co-design workshops – one set with customers and one with TMR staff – were conducted. The primary aims of the customer workshops were to identify the key elements of the desktop review findings and customer survey findings that resonate with customers and update the current CVP to align with customer needs and expectations post COVID-19. The aims of the second workshop were generate performance measures and a performance and measurement framework of CVP that reflects staff business needs, and create an implementation and engagement roadmap for TMR.

For more information about this project, please contact: best@qut.edu.au