Area Manager
Mission Statement
To be the best transportation service provider in the world
To exceed our customer expectations for service, quality and value
To provide employees with a great place to work
To serve our communities as committed corporate citizen
Days Earned Percentage Vs Occupancy
# of Days you earn revenue on a vehicle Vs total number of cars in fleet
Occupancy is a snapshot of number of cars on rent Vs fleet size
What is C&I
Customer and Internal : deals with the rate of the car, time and miles
YDF
ADF
One way fees
Role of Assistant Manager
Leadership (lead by example and set expectations)
Employee Development( training employees SOS)
Marketing (PDMs, training employees on sales/boss calls)
Daily Branch Operations (running counter, fixing time punches, managing fleet, customer service and sales and high balance call backs)
Supporting BM (working as a team, communicating, setting same expectations for employees)
Integrity (teaching employees ethical and honest behavior )
8 Founding Values
What is
Our doors are always openPersonal honesty and integrity are the foundation of our success
Enterprise is a fun and friendly place where team work rules!
Customer service is our way of life
Great things happen when we listen to our customers and each other
Our brand is the most valuable thing we own
We work hard and we reward hard work
We strengthen our communities one neighborhood at a time
How do you grow your fleet
CS customers
ARMS reservations
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Sales and service calls
Marketing
How Do You Calculate C&I
DE % *times* ADR *times* Days and months = C&I
**For every $1 increase in ADR, is a $28-$30 increase in C&I
**Goal is $900 per car
Easy Way
What is
Enthusiasm
Excepting ownership
Sense of Urgency
Yes mentality
Performance Development Meeting
Good action steps are:
Smart Goals
In depth questions
Following up with previous issues
Fact find regarding customer satisfaction
How can we improve
Wants and Needs
Ways to Increase C& I
Set the tone
Know upgrade options
Proper training and developing of employees
Know when to charge for ancillary products
Take customers shopping on lot
Good fleet mix
Formulas
C&I = ADR times DE% times #of days in month
ADR= C&I divided by DE% divided by # of days in month
OP=Revenue minus break even
Break Even= IPC minus OP
Net Profit= OP plus vehicle adjustment
IPC= C&I plus Net Other
5 Steps to Customer Service
Counter manager in place at all times
Greet, smile, shake, thank and use customers names
Business cards
Prep (clean cars, rental ready)
SF log and 3 critical questions
Sales Call Procedure
Introduce yourself and learn their name
Jelly Bean (small talk and icebreakers)
Fact Find (find out wants/needs)
Presentation (what EHI has to offer to benefit them)
Close and ask for business (close the deal)
Follow up ( with wants and needs to ensure we are meeting their expectations)
What is Net Other
Extra income added onto daily cost of rental
**Goal is $125 per car or greater
Net other includes CDW, RAP, PAI, SLP, GPS and SXM
Management Commission Structure
Commission= Net Profit times # of units times commission percentage.
3 Critical Questions
How was your overall experience?
Was there anything we could do to improve your experience?
How can we make it up to you?
(Ensure to make employees aware employees of any comments and or concerns)
Income Statement
Gross cost/Direct cost
Goal is less than $450 per car
Sales culture (consistent training and developing)
Sales through service
Product Knowledge
Offer every product every time
Team selling
Pulling sales numbers everyday
What are Effects on Commission
Increase in ADR and Net Other
Increases total net profit which increases commission
Cost associated with conversions, force charges, DX (hits branch at current months end and deducted from branch profit) decreases commission
Rental Ready
Each customer is called to confirm personal info (Date, time, car class and pick up location).
Customer is made aware of rental process and deposit
Green dot and go over form of payment requirements
I- Interest (paid to STL because they give $
M- Maintenance (PMs, MRs, Dashboard lights)
I- Insurance (Liability and Comp/Collision reserves
D- Depreciation (1.8% per month)
M- Miscellaneous (Tolls)
F- Fuel
Accepting Ownership for One Way Renters
Car and Tires in good condition
Ask 3 critical questions
Always treat them as if they are your customer
Internal Sales Plan (Set up for success)
Step 1: Set the tone
Set the lot w/clean cars and a hot row
Assign counter manager
Ensure employees know upgrade options and prices
Switch out Log (SL log)
Step 2:Branch Arrival
Greet , Smile , Shake, Thank
Fact Find
Step 3: At the Car
Take the customer shopping
Offer upgrades
Vehicle inspection w/ damage evaluator
Record gas and miles
FSO and protections
How Can You Lower Gross Cost
Fleet mix (lowers depreciation)
Proper underwriting (lower collision reserves)
Charge for Fuel
LOFR (getting it done)
Best LOFR Practices
When vehicle is returned, move LOFRs to the side to be shopped.
Call customers who may be in rentals that are critical LOFRs to switch out
LOFR captain to monitor score
Automated Reservation Management System
Allows continuous contact between branch and third party
Allows for third party to have accounts that we can directly bill
Business Rental Lead
Accurate information
In the market for an account
Wishes to be contacted
What is Personnel Cost
The cost of employees (Goal is <$150 per car)
Employees are service agents, interns, MTs, MAs, ABMs and BMs)
Attributes of a Good Leader
Motivating
Good communication skills
Leads by example
Confident
Reliable and Responsible
Branch Measurement Index Report
Found on report web
Contains specific branch MTD info:
*IPC
*Days Earned %
*Growth
*Rates- Bridco
* Body Shop; Insurance: Retail; Dealership; Corporate and Other
Car Sales Lead
Accurate information
In the market for used car
Wishes to be contacted
What is Operating Expense
Cost of running the business. ( Goal is < $100 per car)
Shows branch, area and group 3 month ESQI
Shows number of customers who got called
Shows categories customers fell under (CS, SS, N,SD, CD)
What is Break Even
Amount of revenue needed to make $0 profit. The goal is <$850 per car
Importance of Car Sales Lead
Enterprise makes a lot of profit from flips
More cars sold mean more potential for increase in flip
Give car sales department a platform for agents to reach out to potential customers
Controllable Operating Expense
Referral expense
Bad debt
Uninsured losses
Customer satisfactions
Carwash
T&E
Inventory Adjustment
Amount of $ we can earn per unit that we sell
*Branch gets a percentage of sales for the vehicle or classes they have on their fleet.
* The percentage directly correlates with the percentage of each car class the branch has average on fleet
Income Statement Revenue and Profit
Number of units ( number of vehicles in fleet)
Fleet growth- percentage change of fleet size based on MTD/YTD from previous year
10% growth is the goal
How to Handle Sensitive Customer Issues
Listen to customer wants and needs
Be patient and make sure to fully understand situation
Apologize if there is not a way to accommodate desires
Yes mentality when giving options and solutions
If policies are not accommodating , explain that to customers respectfully, professionally and politely
What is Uncontrollable Operating Expenses
Overhead
*Branch overhead: Rent; utilities; fixable expense; assets purchased over $200
Credit card charge back
Group Call Center
What is a Sell Car
When a car hits a certain mileage or lifetime in fleet
* Impacts business by making profit, and building relationships with dealerships and brand exposure
Ways to Increase Days Earned %`
Answer Phones in 2 rings
Red Car/ARMs
Good fleet mix
Give up/add cars when needed
Work your shop cars
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Carp/RR
**For every 1% increase, it is a $8-$10 increase in C&I
Development of Employees as ABM
More responsibilities (means how well the team does, directly correlates to how successful an ABM is
Lead by example
Set expectations
Motivate employees
What are Tools and Programs for development of your team
Road Maps
SOS
Performance will
Scheduled training classes
Performance trackers
Hub for reference documents
Development of Employees as MT
Lead by example for your peers
Answer any questions they have
Take new employees under wing