Smart mobility management - the next frontier
One of the most important topics in mobility was left for the last day of the 2018 Global Fleet Conference: smart mobility management. Katya Atanasova of Shell Fleet Solutions spoke about future-proofing a fleet and mobility management. Next, Konstantin Sixt gave his views on mobility as a service and Alexandra Melville presented a case study of her company, Accenture.
Katya Atanasova, VP, Shell Fleet Solutions spoke about a white paper her company has published, entitled Ultra-efficiency or Digital Disruption: Planning for the Future of Fleet (read it on the Shell website). This white paper was announced earlier in an exclusive interview with Global Fleet.
Shell works with fleets of all shapes and sizes, serving more than 2 million fleet customers every day. This experience gives them unique insights that they used to draw up this white paper, together with feedback of more than 750 fleet professionals from across Europe.
Over the last few years, Amazon has disrupted shopping, Netflix has done the same for TV and Expedia has changed how we book travel. A similar transformation is now happening to mobility, based on technological breakthroughs.
These changes also mean the roles and skills of a fleet manager will change, as they will need to be capable of using software and tools for data analytics and predictive modelling to test how their business will react to new vehicles or services.
Fleet management won't go away
Konstantin Sixt, Board member of Sales at Sixt SE, who came on stage next, said he doesn't believe fleet management will disappear as mobility as a service is appearing. For a lot of people and companies, it will still make sense to provide fleet cars. However, he applauds the fact that the question is now being asked.
Perk cars in particular are often not required the 365 days a company pays them. If travel, business trips, taxis etc. are added to the equation, companies pay for over 400 days each year. In many cases, it makes more sense to pay-as-you-use. A typical company will only need to pay around 200 days in such schemes, believes Mr Sixt.
Mobility is no cookie-cutter solution
Alexandra Melville, Global Category Expert for Car Fleet and Mobility, Accenture and winner of the International Fleet Mobility Award 2017, presented a case study for her company.
Starting in the 1990s, Accenture has gradually moved from a traditional fleet strategy to a mobility strategy.
In a highly competitive market, retaining talent is always at the forefront at Accenture. That's why Accenture is now offering incentives to staff that accepts environmentally friendly options. These include additional holidays, paid personal training of their choice or a salary increase.
Mobility is not a cookie-cutter solution, said Ms Melville. Countries, regulations, needs and expectations are different and mobility management needs to be tailor-made. It is also important to be flexible and to be ready to adopt new technologies, including autonomous vehicles.
Image: Konstantin Sixt, Board member of Sales at Sixt SE