FLEET200 A vital challenging £3 billion market
[email protected] number
What is Fleet200?
VehiclesVehicles
• 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
By focusing on specific customer and sector intelligence
Will leverage real points of advantage
£14 million* worth of vehicles on choice list
£4.5 million typical value of Fleet relationships
A third of Fleet200 currently reviewing choice list/suppliers
600 vehicles typically replaced each year
VehiclesVehicles
1 FLEET200: Why this market is important
2 FLEET200: Market shape and value
3 FLEET200: Deliverables
Typical individual Fleet200 member*
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
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 230,000 vans.
‘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.
Advantages of Fleet200 2013
Fleet 200OEC1 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
3 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
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
Unsurprisingly there are key themes that are top-of-mind
“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..”
“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.”
“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.”
Communicating the right added value point of differentiation becomes ever more important
Source: FLEET200 2013. What are your priorities this year?
“Always looking to appoint new
manufacturers for commercial side of
fleet.”
“Aim to increase the number of Hybrid
and electric vehicles within the fleet.”
“Introduction of Telematics. We are
about to start looking at Tenders on
Fleet management and Leasing, Car
Rental, Accident Management and
Fuel Providers.”
Business confidence continues to impact on business & fleet spending policies
2011
2012
2011
2012
2011
2012
2011
2012
2011
2012
2011
2012
2011
2012
2011
2012
2011
2012
2011
2012
20,031
18,936
24,947
25,164
24,201
25,373
24,518
23,310
26,949
21,922
46,963
50,553
20,490
17,169
31,954
32,379
26,613
31,385
15,101
15,647
11,764
9,326
11,538
10,970
17,229
14,614
39,774
40,061
26,145
26,492
36,751
32,666
73,728
71,280
No. Cars£587m
£404m£385m
£504m £323m
£450m
£189m£150m
£322m
£501m
£335m
£340m
£202m£152m
£219m
£221m
£212m
£197m
£302m
£459m
Transport/Communica-tions/Distribution
Business Services
Arch/Construction/Building
Utilities/Energy/Water/Forestry
Insurance/Accountancy/Banking/Finance
Wholesale/Retail/Food/Medical
Gov/Public Sector/Education/Health
Bluelight/NHS Trusts
IT/Software/Leisure/Media
Heavy industries/Mining/Engineering/Other
Increasing competitive
pressures
Business expectations
Innovation requirements
Management of capabilities
£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%
+31%
-31%
-39%
+20%
-56%
-1%
+25%
-1%
+7%
-52%
There have been clear business opportunities in previous periodsThe previous 12 months have been demonstrably less volatile
This year we are providing additional sector granularity, as well as adding a third insight dimension to this invaluable market tool
So understanding their specific opportunities/barriers to growthwill drive your business successes
Prospecting/position differentiation tool
Growth (opportunities/barriers)
Drivers of
change
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
1
2 Three sector specific case studies built around:• Decision responsibility of independent authority decision makers• Role of external partners• Brand Loyalty
Company compositionSector composition
Fleet 200 market composition
In order to achieve this we undertake a rigorous four stage methodology
4 Approx 16 qualitative interviews amongst common industry sectors.
Identify the right companies
Identify the decision maker
job function
Respondent focused data
collection
Deep dive senior decision maker insight
1, Identify Fleet Manager or HR team
1, Rank top 350 fleets across UK 2, Identify top 250 and revise Fleet 200 listing
Overall response rate typically exceeds 90%
1
Multi-mode data collection 1, Telephone Primary method 2, Postal and online top-up
2
3
3. Understanding Decision makers
Deep dive case studies1, Independent authority decision
makers2, Role of external partners
3, Brand Loyalty
£6,000
£7,500
Deliverables specific
£poa
Commitment on deliverables
£1500
NEWFor 2013
£4.5 million typical value of Fleet relationships per year
Commitment required by end of August. PO required pre delivery
All figures exclude VAT
*caveat on number of business specific reports
• 1. FLEET200: Market Dynamics Report• Full market evaluation • Fleet, manufacturer & Leasing sectors• Full business focused debrief
2. Business intelligence• Individual company intelligence• Targeted/ Key account development tool*• Business focused capabilities
benchmarked against sector market intelligence
Primary insight
Added value
A tailored set of bespoke market driven tools to support greater sales leverage and market opportunity development amongst this business critical audience
FLEET200: Market Dynamics report1/3
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 progressan 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
OEC
Business intelligence
Will leverage real points of competitive advantage – the data below is for illustrative purposes
£14 million worth of vehicles on choice list
VehiclesVehicles
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
2/3
Supplierfootprint
Priority Position Existing Partners
s/t financial benefits
Potential Team considerations/Touch pointsOfferAssess 13 Fleets with
no Ford coverage
11,000 cars New supplier Fuel/CO2 efficiency
Aggressive key account team*
Sector footprint
Spend/Size Av cycles Current partnersyoy spend Choice/ Decision driversVehicles
Spend/Size Av cycles Current partnersyoy spend Decision driversVehicles
Supporting the develop of bespoke key/targeted account initiatives
1750 cars 250 vans
£20 million 3.5/70,000
2,240 Lex, Hertz, Europcar, AllStar, Vauxhall, VW, BMW (top 3)
Focused on making leasing more competitive in 2013
22,000 cars 15,000 vans
£335 million 4.0/75,000
36,536Audi, BMW, VW, Mercedes, Toyota, Ford, Lexus, Vauxhall, Lex, LeasePlan
Can be provided
Next steps action plan
* Supplemented by qualitative insights
Next steps action plan
Your client(s)
(Headroomfor growth)
Understanding decision makers
We are introducing Fleet200 Decision Maker case study development programme
Role of external partners
Exploring the drivers of Brand Loyalty
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
3/3
The role of independent authority decision makers
Role responsibility• Position• Areas of responsibility• Sector• Reporting structure• Budget priorities• Involvement within decision making• Process behind decision makingMindset• 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
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
3. Understanding Decision makers
Deep dive case studies1, Independent authority decision
makers2, Role of external partners
3, Brand Loyalty
£6,000
£7,500
Deliverables specific
£poa
Commitment on deliverables
£1500
NEWFor 2013
£4.5 million typical value of Fleet relationships per year
Commitment required by end of August. PO required pre delivery
All figures exclude VAT
*caveat on number of business specific reports
• 1. FLEET200: Market Dynamics Report• Full market evaluation • Fleet, manufacturer & Leasing sectors• Full business focused debrief
2. Business intelligence• Individual company intelligence• Targeted/ Key account development tool*• Business focused capabilities
benchmarked against sector market intelligence
Primary insight
Added value
A tailored set of bespoke market driven tools to support greater sales leverage and market opportunity development amongst this business critical audience
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
Marketing initiatives and support
Marketing Support Complementary tools
Fleet Operator
New Car Finance House
Jan -
Feb -
Mar -
Apr -
May -
Jun -
Jul -
Aug -
Sep -
Oct -
Nov -
Dec -
2013
Sponsor update
Direct marketing campaign
Sponsor development
Communication campaign w I&II
Project management
Fleet:200 Fieldwork
Deliver 2012 benchmark findings
Qualitative Deep Dive
User chooser Barometer
Case studies available
Contact us:Jacqui Barker
Sewells Research & InsightBauer MediaMedia HouseLynch Wood
PeterboroughPE2 7WE
Telephone 01733 468000Email: [email protected]
FLEET200 A vital challenging £3 billion market
[email protected] number