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FLEET200 A vital challenging £3 billion market

FLEET200 A vital challenging £3 billion market. Name.name@bauermedia.co.u k Phone number. What is Fleet200?. The Sewells Fleet200 report is an annual market segmentation report on the U.K.s largest professional fleet operators

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FLEET200 A vital challenging £3 billion market

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  1. FLEET200 A vital challenging £3 billion market Name.name@bauermedia.co.uk Phone number

  2. What is Fleet200? • The Sewells Fleet200 report is an annual market segmentation report on the U.K.s largest professional fleet operators • This report provides business critical insights into the structure and strategy of fleets providing a valuable indicator of performance and future intention, across 10 key industry sectors • The Fleet200 Market Dynamics Report objectives are to: • Provide key insights and trends into the top 200 fleets in the UK • Identify the 20 most significant fleets in 10 key industry sectors, by fleet size and include funding method, number of perk versus job-need vehicles, replacement cycles and fleet policy restrictions including CO2 emissions. • Review the future strategic priorities of Fleet200 companies • Identify, manufacturer and leasing exposure to Fleet200 companies • The Fleet200 Survey benchmarks the health of ten key industry sectors to identify key areas for potential improvement, which potentially lead to increased market share should the key recommendations be actioned Vehicles Vehicles

  3. By focusing on specific customer and sector intelligence Will leverage real points of advantage A third of Fleet200 currently reviewing choice list/suppliers 600 vehicles typically replaced each year £14 million* worth of vehicles on choice list £4.5 million typical value of Fleet relationships 1 FLEET200: Why this market is important Vehicles Vehicles 2 FLEET200: Market shape and value 3 FLEET200: Deliverables Typical individual Fleet200 member*

  4. These relationships are disproportionately important to you On-going economic, legislative and market confidence challenges are changing the spending patterns of a £3 billion industry sector ‘Developing and now maintaining relationships amongst the Fleet200 is of paramount importance to our business. Fleet200 consistently delivers a strong return on our investment. Its market overview and insight into the trends and decision-making process of the largest fleets supports our businesses aspirations amongst big fleets.’ Bluechip Manufacturer and Fleet200 purchaser. • The stakes are high and the competition is fierce • On average, Fleets choice lists consist of 10 car, 4 van manufacturers and where applicable 1 leasing company • Responsible for nearly 260,000 cars and 230,000vans.

  5. Advantages of Fleet200 2013 OEC Fleet 200 1 Trusted market intelligence • Provides market, sector and business intelligence • Outlines industry and Fleet 200 business direction • Rationale behind segment and sector growth 2 Helps direct your business • Identifies immediate and potential opportunities, as well as barriers to business growth • Identifies investment opportunities • Identifies sales prospects 3 Explores the impact on the wider Fleet community Advantages 1 Assist in strategy evaluation and priorities of each of the car and van Fleets or segments • Allows subscribers to overlay their exposure across Fleet 200 market segmentations • Informs budgeting and forecasting • Can be used to direct suppliers and stakeholders • Maps client and competitor exposure to Fleet200 2 Informs customers of sector expertise • Assists sales targeting • Assists business position discussion points • Provides independent understanding around decision making • The role of independent authority decision makers • Role of external partners in the DM process • Exploration of the drivers of Brand Loyalty Including trends, predictions and outcomes over the last three years

  6. Their importance is recognised, valued and understood FLEET200 continues to successfully assist in identifying business and sector specific competitive advantages on behalf of a number of Blue-Chip companies

  7. Unsurprisingly there are key themes that are top-of-mind Communicating the right added value point of differentiation becomes ever more important “Aim to increase the number of Hybrid and electric vehicles within the fleet.” “Always looking to appoint new manufacturers for commercial side of fleet.” “Introduction of Telematics. We are about to start looking at Tenders on Fleet management and Leasing, Car Rental, Accident Management and Fuel Providers.” Source: FLEET200 2013. What are your priorities this year? “We are looking into technology to reduce the cost of fuel expenditure, and also looking into possibilities of reducing the fleet size in order to be more efficient overall.” “We are going to change our fleet as work comes in and just be as fluid as possible in these economic times. There is a big change that we are aware of occurring at the end of this year..” “Reduce the amount of van manufacturers, and then look to re grade the list. We also want to reduce CO2 levels by 10% by the next report.”

  8. Business confidence continues to impact on business & fleet spending policies £3 billion sector spend. 2010-2011 down £300 million (-9%) Spend prediction +1.5% +2.9% +1.7% -0.5% -0.1% +1.4% -4% -2.9% +0.6% -0.7% Increasing competitive pressures Innovation requirements Business expectations Management of capabilities +31% -31% -39% +20% -56% -1% +25% -1% +7% -52% There have been clear business opportunities in previous periods The previous 12 months have been demonstrably less volatile

  9. So understanding their specific opportunities/barriers to growthwill drive your business successes 2 • Three sector specific case studies built around: • Decision responsibility of independent authority decision makers • Role of external partners • Brand Loyalty Drivers of change Growth (opportunities/barriers) Company composition Sector composition Fleet 200 market composition 1 • Identify the 20 most significant fleets in 10 key industry sectors, listed according to their car and van (up to and including 3.5 tonnes) fleet size Prospecting/position differentiation tool This year we are providing additional sector granularity, as well as adding a third insight dimension to this invaluable market tool

  10. In order to achieve this we undertake a rigorous four stage methodology Identify the right companies 1 1, Rank top 350 fleets across UK 2, Identify top 250 and revise Fleet 200 listing 2 Identify the decision maker job function 1, Identify Fleet Manager or HR team 3 Multi-mode data collection 1, Telephone Primary method 2, Postal and online top-up Respondent focused data collection 4 Deep dive senior decision maker insight Approx 16 qualitative interviews amongst common industry sectors. Overall response rate typically exceeds 90%

  11. Commitment on deliverables • 3. Understanding Decision makers • Deep dive case studies • 1, Independent authority decision makers • 2, Role of external partners • 3, Brand Loyalty Primary insight • 1. FLEET200: Market Dynamics • Report • Full market evaluation • Fleet, manufacturer • & Leasing sectors • Full business • focused debrief A tailored set of bespoke market driven tools to support greater sales leverage and market opportunity development amongst this business critical audience *caveat on number of business specific reports Added value NEW For 2013 • 2. Business • intelligence • Individual company • intelligence • Targeted/ Key account • development tool* • Business focused capabilities benchmarked against sector market intelligence All figures exclude VAT £1500 £4.5 million typical value of Fleet relationships per year Commitment required by end of August. PO required pre delivery

  12. 1/3 FLEET200: Market Dynamics report • A uniquely detailed view of the operations of Britain’s 200 biggest fleets in 10 key industry sectors • Including • Fleet200 Overview • Industry sector Overview • Key trends and changes 2012 • Fleet sizes • Emissions • Funding • Replacement cycles • Fleet spending analysis • Car manufacturer market exposure and market share analysis • Van manufacturer market exposure and market share analysis • Leasing company market exposure • Analysis of Fleet200 rental supply • Review of fuel strategy including fuel card provision • Grey fleet market analysis • Trends in hybrid and electric vehicle take-up • Prospecting data • Work in progress • an electronic database of fleet data is also provided and purchasers will be able to input into the design on an online live database of large fleet being prepared during 2012 • Fleet size information • Car fleet size • Van fleet size • Market priorities in 2013 • Sector priorities in 2013 • Individual fleet priorities in 2013 • Includes analysis of trends and wider market information

  13. 2/3 Business intelligence Will leverage real points of competitive advantage – the data below is for illustrative purposes £14 million worth of vehicles on choice list OEC Your client(s) Lex, Hertz, Europcar, AllStar, Vauxhall, VW, BMW (top 3) Focused on making leasing more competitive in 2013 1750 cars 250 vans 3.5/ 70,000 2,240 £20 million Audi, BMW, VW, Mercedes, Toyota, Ford, Lexus, Vauxhall, Lex, LeasePlan 22,000 cars 15,000 vans 4.0/ 75,000 £335 million 36,536 Can be provided Supporting the develop of bespoke key/targeted account initiatives Assess 13 Fleets with no Ford coverage yoy spend Av cycles 11,000 cars Spend/Size New supplier Vehicles Current partners Choice/ Decision drivers Vehicles Vehicles Fuel/CO2 efficiency Aggressive key account team* (Headroom for growth) Next steps action plan Sector footprint yoy spend Av cycles Spend/Size Vehicles Current partners Decision drivers Next steps action plan * Supplemented by qualitative insights Supplier footprint Priority Existing Partners s/t financial benefits Team considerations/Touch points Potential Position Offer 2012 Insight: ‘We are planning to reduce the number of manufacturers we use. We will also renegotiate which leasing providers we use this year and benchmark our CO2 emissions against other fleets. Reducing accident risk is also a major focus.’ Fleet Manager, 1,000 vehicle fleet

  14. 3/3 Understanding decision makers We are introducing Fleet200 Decision Maker case study development programme The role of independent authority decision makers Role of external partners Exploring the drivers of Brand Loyalty • Role responsibility • As outlined • Strength of relationship • With manufacturer and leasing companies • Mindset • Power of communications • Message recognition • Drivers of customer service • Perceived supplier strengths/weakness • Perceived supplier opportunities/threats • Positioning/gap analysis • Projecting business personalities onto suppliers of choice • Role responsibility • Position • Areas of responsibility • Sector • Reporting structure • Budget priorities • Involvement within decision making • Process behind decision making • Mindset • Role priorities • Market perception. Position within: • - Competitive set • - Manufacturers • - Leasing companies • Drivers of choice consideration • - Prioritise/importance • - Gap analysis: Previous and potential • Role responsibility • Plus • Role of relationship with fleet • Role within decision making • Influence on decision making • Mindset • As outlined • Methodology • 3 or 4 depth interviews (30 in total) across each commercial sector identifying the largest companies • Targeting Car and Van focused and Perk, non Perk focused businesses within each Fleet200 market sector

  15. Commitment on deliverables • 3. Understanding Decision makers • Deep dive case studies • 1, Independent authority decision makers • 2, Role of external partners • 3, Brand Loyalty Primary insight • 1. FLEET200: Market Dynamics • Report • Full market evaluation • Fleet, manufacturer • & Leasing sectors • Full business • focused debrief A tailored set of bespoke market driven tools to support greater sales leverage and market opportunity development amongst this business critical audience *caveat on number of business specific reports Added value NEW For 2013 • 2. Business • intelligence • Individual company • intelligence • Targeted/ Key account • development tool* • Business focused capabilities benchmarked against sector market intelligence All figures exclude VAT £1500 £4.5 million typical value of Fleet relationships per year Commitment required by end of August. PO required pre delivery

  16. Two year deal option Why commit to two years? • Advantageous pricing @10% discount • Market dynamics report 2 year offer £5,400 p.a (£6,000 for single year subscription) • Access to Fleet200 data updates (we cleanse the data twice per year) • Access to non Fleet200 data (i.e. the master database of 300 companies that informs the top 200) • Access to Sewells Fleet200 planning clinics x 2 places (roundtable) • This is available for purchasers of the full Fleet200 research and data programme and limited to no more than ten companies

  17. Marketing initiatives and support Marketing Support Project management Complementary tools Jan - Feb - Mar - Apr - May - Jun - Jul - Aug - Sep - Oct - Nov - Dec - 2013 Sponsor development Fleet:200 Fieldwork Sponsor update Communication campaign w I&II Qualitative Deep Dive Fleet Operator New Car Finance House Deliver 2012 benchmark findings Direct marketing campaign User chooser Barometer Case studies available

  18. Contact us: Jacqui Barker Sewells Research & Insight Bauer Media Media House Lynch Wood Peterborough PE2 7WE Telephone 01733 468000 Email: jacqui.barker@bauermedia.co.uk

  19. FLEET200 A vital challenging £3 billion market Name.name@bauermedia.co.uk Phone number

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