Strategic Leadership of Enterprise Holdings - Case Study Example

Strategic Leadership Table of Contents Introduction 3 Company performance analysis 4 Understanding Enterprise Holdings Success 10 Enterprise Holdings Strategic Capabilities 11 Contribution of Leadership to the Company’s Success 16 Analysis of Enterprise Holdings 19 External and or Internal Factors 20 References 21 Figure Figure 1 - Enterprise Holdings Revenue 1965 to 2015 4 Figure 2 - Enterprise Holdings 8 Figure 3 - Enterprise Loyalty Card Programme Results 12 Figure 4 - Enterprise Holdings Organisation Chart 17 Tables Table 1 - U.S. Market Car Rental Figures 5 Table 2 – Enterprise Rent-A-Car Acquisition Strategy 7 Table 3 - Enterprise Holdings Value Chain 13 Table 4 -VRIN Framework Summary for Enterprise Holdings 16 Introduction Headquartered in Clayton, Missouri, Enterprise Holdings is a privately held company (Hoovers, 2015) that is the largest international car rental company in the world, with $19.4 billion in revenues and in excess of 93,000 employees (Enterprise Holdings, 2016q). The company provides a rental service of renting vehicles under the names of Enterprise Rent-A-Car, Alamo Rent-A-Car, National Car Rental and Enterprise CarShare (Enterprise Holdings, 2016). Enterprise Holdings operates over 9,000 car rental locations in 80 countries (The Street, 2016). This study analyse various aspects of the company’s operations to ascertain how it has managed to compete successfully in its business sector. Company performance analysis Enterprise Holdings was established by Jack Taylor whose family holds over a 51 percent stake in the company (Hoovers, 2015). As a result, it was difficult to obtain growth and profitability figures for its operations (Hoovers, 2015). A press release by the company announced that revenues from all its companies reached $19.4 billion in 2015 that represented an increase of 8.8% over the prior year (Auto Rental News, 2015). Figure 1 - Enterprise Holdings Revenue 1965 to 2015 (Auto Rental News, 2015, p. 1) In the absence of market share figures for the car rental sector, the company’s revenues indicate it holds over a 51 percent share of the U.S. market; however figures for Europe and other markets could not be located: Table 1 - U.S. Market Car Rental Figures (AFC Auto Rental, 2015, p. 1) A look at websites for Enterprise Holdings (2016c; 2016d; 2016a) provided overall company information but did separate international market activity from United States results. The company increased its global fleet size to 1.7 million vehicles and advised the focus of the company represented the increased neighbourhood, business and airport locations were factors driving revenue growth (Auto Rental News, 2015). The lack of an annual report on operations means it was not possible to gain information on the contribution of markets outside of the United States to the company’s revenues, rental statistics, growth and profitability. Management’s strategy uses an acquisition approach to help drive growth that started with acquiring former competitors Alamo Rent-A-Car and National Rent-A-Car in 2007 (Sigala, 2014). Whilst there were no independent reports or analysis located regarding the effectiveness of the company’s management, the rapid growth during the period 1995 to 2007 reveals that its low-cost rental strategy had been highly successful. The following reveals other acquisitions the company has made. It needs to be noted that because Enterprise Holdings does not provide ongoing information on acquisitions, it is not possible to determine their current contributions to the company’s revenues. Table 2 – Enterprise Rent-A-Car Acquisition Strategy Acquisition Year Comments Citer SA (Business Travel Executive, 2011) 2011 This was the company’s first foreign rent-a-car acquisition. Located in France, Citer SA added 30,000 vehicles to the company’s fleet (Business Travel Executive, 2011). PhillyCarShare (Nusca, 2011) 2011 This acquisition was renamed Enterprise CarShare (2016). It is a highly profitable operation where the company parks vehicles for hire in local communities that can be accessed easily by customers (Reviews, 2015). Mint Cars-On-Demand (Hibbard, 2012) 2012 Operating out of New York City and Boston, MA, this acquisition provided the company with an increased presence in the New York metropolitan area and in Boston. I-GO (Lazare, 2013) 2013 Based out of Chicago. Occasional Car (Car Rental News, 2014) 2014 Located in Denver. AutoShare (Travel Hot News, 2014) 2014 Based out of Toronto, Canada (Business Travel Executive, 2011; Nusca, 2011; CarShare, 2016; Reviews, 2015; Hibbard, 2012; Lazare, 2013; Car Rental News, 2014; Travel Hot News, 2014) The above table has been used as a method to understand the approach of management to the company’s operations. As a privately held company, there is no access to annual reports to ascertain the contributions of acquisitions toward overall revenues or how they are performing. The company has been highly successful in achieving growth by acquiring other companies; however it does not provide figures for the contribution of these companies to operations. As a result, the only way to gauge the contribution of acquisitions is to look at overall company figures that show growth patterns: Figure 2 – Enterprise Holdings (Enterprise Holdings, 2016a, p. 1) Although the direct contribution of acquisitions to the growth for the above areas is not provided by the company, the similar increases reflected in the above charts indicate that there seems to be a correlation between the increases in revenues, locations, vehicles, and employees that would indicate additions represented by acquisitions and internal growth. Understanding Enterprise Holdings Success When it was established in 1957, the company entered an industry sector that was dominated by national companies such as Hertz and Avis that charged premium prices (Enterprise Holdings, 2016b). This was because these companies had the financial clout and locations to make their service available to the entire United States, and they offered the broadest range of vehicles in the sedan and premium categories (Berry et al, 2006). Whilst there were small local and state-based companies that offered car rentals, their vehicle stocks were not well maintained, nor were they large in terms of inventory (Berry et al, 2006). In addition, their facilities were not up to the standard offered by Hertz and Avis in terms of convenience, appearance or professionalism (Berry et al, 2006). The following six areas provide an understanding of how Enterprise Holdings has been successful. 1. The first success strategy of the new company, that still applies today, is that it introduced low pricing for all of its vehicle lines (Markides& Oyon, 2010). One of the reasons that the company has achieved its success is due to its beginnings as a low-cost rental option for consumers as opposed to companies such as Hertz and Avis in the United States (Markides & Oyon, 2010). Enterprise offered clean, reliable vehicles at convenient locations and airports that undercut the prices of their rivals as a result of its aggressive leases with automotive companies and location cost savings (Markides & Oyon, 2010). 2. The second aspect of the company’s success represented its founder having the foresight to establish a high market concentration of rental offices in key markets (Markides & Oyon, 2010). This increased convenience to customers who could access its rental fleet easier than the company’s competitors. For the period of the late 1980s through the late 1990s, the company also offered a pickup and delivery service outside of city locations as a convenience factor (Kotler, 2012). This represented a pioneering marketing technique that provided added consumer convenience (Kotler, 2012). 3. The third success strategy used by the company is that it matched the convenience of the then dominant auto rental leaders by establishing locations in business centers as well as airports (Kotler, 2012). In order to avoid the initial costs of this approach, Enterprise used garage locations to store its vehicles and set up offices in nearby in less costly lease locations (Kotler, 2012). This countered the strategies of the larger companies that leased expensive locations in office buildings that included the higher costs of the building’s garage spaces (Kotler, 2012). Instead of on-site airport rentals, the company used satellite airport locations that offered a shuttle service to bring customers to their offsite airport offices (Markides & Oyon, 2010). 4. The low-cost location approach brings us to the fourth success factor that has continued to aid in the growth of the company. Since Hertz and Avis charged premium prices, they also understood the importance of customer service (Kotler, 2012). In order to convince and convert customers to not only try but continue to use its service, Enterprise understood the importance of satisfying customers through stellar service. Today, Enterprise is known for its industry-leading customer service where it has been ranked as number one or two since 2009 (Stoller, 2009; Stoller, 2012; AFC Auto Rental, 2014; The Business Journals, 2016). 5. The prior section and table 2 discussed the acquisition by growth strategy of the company. This represents the fifth success aspect as the acquisition approach that has led to Enterprise Holdings becoming the world leader in terms of revenues (Brown, 2013). The current size and global locations of Enterprise Holdings have been fueled by its long series of acquisitions that has enabled it to establish locations in over 80 countries. This has also reduced its competition in varied markets. 6. The sixth success factor of the company represents its global loyalty card programme (Enterprise, 2015). Whilst loyalty cards are not a new phenomenon, their usefulness is only worthwhile if a customer can use them often. This is a benefit of the global network of the company as virtually anywhere a customer might travel there is an Enterprise location to service them. In terms of results, a report by Comarach CRN & Marketing (2015) that was prepared for Enterprise Holdings showed the impact of the loyalty card programme: Figure 3 - Enterprise Loyalty Card Programme Results More members renting more often: Business results (Comarach CRN & Marketing, 2015, p. 1) The above six success factors represent a broad array of areas that have aided the company’s growth and profitability. Enterprise Holdings Strategic Capabilities All of the activities the company engages in are geared to delivering the right vehicle and service at all customer points of contact. The following tables provide a value chain and VRIN analysis of the company that shows how it has built a competitive advantage for some areas: Table 3 - Enterprise Holdings Value Chain (1 of 3) Primary Value Chain Activities Discussion Inbound Logistics The increased number of rental offices permitted the company to have a competitive advantage in terms of the number of vehicles it could draw from in terms of customer requests (Enterprise Holdings, 2016b). The company closely coordinates vehicle inventory against market demand (reservations and walk-in traffic) (Enterprise Holdings, 2016b). The above is in keeping with the company’s attention to customer satisfaction where it has been top-ranked in the industry over the past five years. Operations The company’s reservation system is controlled through regional offices that monitor specific markets (Berry et al, 2008). This operational system is used as it permits faster software calculation of inventory allocation needs where vehicles can be shifted from a garage or local storage locations to where they will be needed (Kotler, 2012). In instances where the customer’s vehicle type is not on hand the company offers free upgrades to a higher vehicle class (Berry et al, 2008). Outbound Logistics In terms of vehicle rental and return, this is an outbound logistical area that the company manages by taking rental cars out of the system rotation (Markides & Oyon, 2010). This means that in order to maintain vehicle availability since the customer can return them to any location; the company increases the allocation of stock for rented vehicles in order to meet demand (Markides & Oyon, 2010). This helps to ensure the right types of vehicles are in stock. Table 3 - Enterprise Holdings Value Chain (2 of 3) Marketing and sales Enterprise maintains its own website that links to hotels, airlines and travel destinations as a means to drive traffic to its reservation system (Berry et al, 2008). Whilst this is an approach used by other vehicle rental companies as well, Enterprise allocates a higher budget for services such as Travelocity and other similar sites to secure a primary position in terms of listing and click through connections (Kotler, 2012). Support Value Chain Activities Procurement The company has negotiated advantageous purchase agreements with automotive companies due to the volume of vehicles it uses (Markides & Oyon, 2010). The 1.7 million global vehicles in the company’s fleet mean that Enterprise can negotiate agreements where it achieves considerable savings (Berry et al, 2008). The strength of the company’s position is shown under table 1 (U.S. Market Car Rental Figures) that reveals it has more than twice the number of vehicles in stock than any other U.S. car rental company (AFC Auto Rental, 2015). Table 3 - Enterprise Holdings Value Chain (3 of 3) Value Chain Discussion Support Value Chain Activities Human Resources Management The company utilises specialised hiring processes that use employment agencies and the Internet to secure personnel that fit the company’s requirements (Markides & Oyon, 2010). Enterprise Holdings has a distinct training program that seeks highly qualified people to fill positions (Markides & Oyon, 2010). The results of the company’s success in human resources are evident by its customer service that has been top-rated since 2009 (. Technological Development As a private company, Enterprise Holdings does not release any information on internal areas. A search for information using books, journals, and the Internet did not uncover any data for this area. Despite this shortcoming, it has to be assumed that the company’s technological developments are at least on a par with its competition based on the revenue and resources of Enterprise Holdings. (Roper et al, 2008; Enterprise Holdings, 2016; Berry et al, 2008; Markides and Oyon, 2010) The following table analyses Enterprise Holdings using Barney’s VRIN framework (Pan et al, 2007): Table 4 -VRIN Framework Summary for Enterprise Holdings (Yes (Y), No (N), Uncertain or maybe (?) Area Valuable Rare Inimitable Nonsubstitutable Primary Value Chain Activities Inbound Logistics Y N Operations N ? Outbound Logistics N ? Marketing and sales Y Support Value Chain Activities Procurement Y Human Resources Management Y Technological Development N ? (Create Advantage, 2015, p. 1) The company’s simplistic operations essentially consist of maintaining an accessible inventory of vehicles that is coordinated through computers connected to the company’s website and reservations systems. In terms of the value chain analysis, this plus customer services are the strengths of the company as all car rental firms use the same vehicles and basically the same cost per day and mileage. As a result, there is very little to distinguish one firm from another. Enterprise Holding advantage today’s is that it managed stellar growth and major acquisitions in the 1990s that have put it in the position of having revenues and market exposure that shield it from potentially being acquired. Contribution of Leadership to the Company’s Success As a privately held company, the Taylor family is still active in the company’s management through the board of directors (Enterprise Holdings, 2016b). Despite the company being established in 1957, there have only been three chief executive officers (CEOs) (Enterprise Holdings, 2016b). The first was the founder, Jack Taylor, who was succeeded by his son, Andy Taylor, and then the current CEO, Pamela Nicholson (CEOs) (Enterprise Holdings, 2016b). The company uses a hierarchical organisation structure that permits it to run is global operations efficiently: Figure 4 - Enterprise Holdings Organisation Chart (The Official Board, 2015, p. 1) The founder established the low-cost basis for competing in the rental car segment as well as the acquisition strategy that has served as the key contributors to growth and expansion into eighty countries (Enterprise Holdings, 2016b). This foundation has paved the way for management thinking and operations as evidenced by the company’s ongoing low price approach and acquisitions as indicated in table 2 that is a continuation of the founder’s strategies. The above summary concerning the establishment of the company’s cost and acquisition strategies has been mentioned because they provide insights into its leadership style. Whilst the founder, Jack Taylor, is an example of the great man theory, and he was also known to be an autocratic leader that demanded results (Shetty, 2011). Hoffman et al (2011) explain the great man theory as representing characteristics where a person envisions an approach to an industry sector that enables them to forge a company that rises to compete with established operations and surpass them. In terms of autocratic leadership, this refers to a leader who maintains control over all decisions and seeks little input from the group (De Creamer, 2006). Since his passing, the company has had only two other CEOs. Jack Taylor’s son Andy and the current CEO Pamela Nicholson (2016a). The present leadership style as represented by Pamela Nicholson seems to be an affirmative style of leader that represents a people come first approach (Benincasa, 2012). From an external analysis, this seems to indicate the style of Pamela Nicholson as the company’s strategies have remained unchanged. The autocratic leadership style of the founder continues today as no new or innovative strategies have been developed. What is meant by this is that the current leadership style seems to represent a company that seems to be on autopilot, where it is simply following the strategies of the founder without introducing anything new. In looking for any new developments by the company, only acquisitions were located. Even the value chain aspects of the company are in keeping with what the industry generally does. The company seems to be big enough that it is running under its own inertia. The above affirmative ‘people come first’ style of Pamela Anderson seems to also reflect the attention the company pays to customer service that has been a primary focus where Enterprise has led its industry sector in this area since 2009. Whilst this analysis of the leadership style seems to indicate that the CEO is installed basically as a caretaker of the company, this seems to be supported by the fact that Andrew Taylor is the Chairman of the Board. This opinion also seems to be supported by the fact that there has been little indication of any new or innovative approaches to leadership or innovation in the company. This opinion is supported by the organisational style of the company that is based on a top-down approach. A different view might have been taken if the company had diversified into other areas outside of car rental however Enterprise Holdings has remained true to its core competencies. A look at the organisational chart clearly indicates that decision making flows from the top. Analysis of Enterprise Holdings In looking into the leadership aspects of the company, it is apparent that its competitive strategy has remained the same for decades. This segment will look at the approach to international expansion and markets by the company that has been a growth area since 1990 (Kolter, 2012) In their book ”Exploring Strategy”, Johnson et al (2011) state that strategic choices in terms of international strategy represent the identification of potential or actual sources of competitive advantage that can be exploited in a company’s favour (Johnson et al, 2011). They add that this process includes ranking international markets for entry based on their attractiveness represented by population, demographics and potential product or service use. As Enterprise Holdings does not publish an annual report on its operations, research was not able to determine the process is used for selecting entry into varied international markets. Based on the company’s entry into Europe, South America, Asia, and the Middle East in terms of major travel and destination markets (Enterprise Holdings, 2016), it seems the company’s assessment criteria are based on market selection Johnson et al (2011) advise that there are four key assessment points used to determine the selection of international strategy to be employed. These represent internationalisation drivers, geographic advantages, market selection and mode of entry. With regard to internationalisation, the driving factors are the market, government, cost and competition drivers (Johnson et al, 2011). These factors correspond to Porter’s Diamond (Stone and Ranchhod, 2006), that considers local conditions, demand conditions, local supporting industries and the strategy of the firm as well as the level of competition. The company’s choice of major cities in international markets indicates that it has opted for the market selection approach under Johnson et al (2011) is also reflected in demand conditions under Porter’s Diamond. This is supported by the fact that the company’s international locations are all located in major business and tourism destinations (Enterprise Holdings, 2016). External and or Internal Factors In terms of the future and continued growth on the part of the firm, external factors such as competition does not seem to represent a viable issue that would prevent the company from being successful in the future. The company operates in 80 countries, which means that even if a few countries were to become unstable or threaten legislation to limit the company’s growth, they would represent smaller markets in most cases. The only viable threat in this regard might be China. The country uses a joint venture approach to the market entry for foreign companies where they are limited to 49 percent in the venture (Xia et al, 2007). It is well known that Chinese policy in terms of joint ventures has been crafted to let foreign companies into the country so that domestic companies can gain expertise (Buckley et al, 2007). This means that the length of foreign involvement in the Chinese market has a limited period before the Chinese partner can decide to opt out of the joint venture (Buckley et al, 2007). The above could represent a future threat to the company in the Chinese market as its participation could be limited. This is a threat Enterprise Holding faces, as its entry into China in a deal that purchased a stake in eHi AutoServices is potentially subject to this same type of limited involvement in the Chinese market (Brown, 2012). The Chinese example has been used because from a competitive standpoint, Enterprise Holdings is too large and well entrenched in too many markets to either be supplanted by another firm or as a result of external or internal factors. This means that even the legislative aspects in the Chinese market represent a serious threat. References AFC Auto Rental (2015) Research and Statistics. Retrieved 19th April 2016 from http://www.autorentalnews.com/content/research-statistics.aspx Auto Rental (2014) Enterprise Ranked No. 1 in J.D. Power Satisfaction Survey. 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