In 2007 Enterprise was celebrating its 50 years in business and its ranking as the largest car rental company in the world--one that had always concentrated on "home city" rather than airport rentals. But when Vanguard (which owned National and Alamo) and the Dollar Thrifty Automotive Group approached agreement on a merger that February, Enterprise decided to step in. By acquiring National and Alamo, the company could radically boost its airport presence. It would, however, face big operational and cultural differences. Vanguard accepted the Enterprise offer, and Taylor's company began what he describes as a "deliberate integration." Being a family-owned organization, Enterprise could resist short-term financial pressure; Taylor announced that as part of the integration process, Vanguard would operate as an autonomous subsidiary for at least a year. During that time Enterprise learned a lot about airport operations--and taught a lot about achieving high customer satisfaction. It also came to see that each of the three brands was positioned to serve a well-defined segment, so it worked to reinforce the distinct character of each while looking for operational ways to leverage joint ownership. The decision to adapt Enterprise's highly decentralized organizational structure meant that its general managers would have to be equipped to oversee big, factorylike operations at airports, and Vanguard managers would need a better understanding of the home-city market. The deliberate approach was a great success: The deal paid for itself in less than three years; total revenue now surpasses $13 billion; and combined market share climbed from about 28% to more than 33%.

【書誌情報】

ページ数：6ページ

サイズ：A4

商品番号：HBSP-R1309A

発行日：2013/9/1

登録日：2013/9/12