C19MA_107_B03_17021.pdf
W o r l d V i ew
Travel
Drivers have started to realise that owning a brand new vehicle and suffering through its depreciation is a flawed model
We feel other players in the sector are not taking the right approach when it comes to building the global mobility network of the future. Attempts to wipe away all incumbent operators in the sector and replace them are folly. It is easy enough to build a fleet in a large city, but the global app behemoths are finding it is also a very slow and expensive process. They will never be able to provide their services everywhere.
task of filling his father’s shoes. Anthony knew he needed to take Brunel to the next level while ensuring the company received sufficient investment. In 2016, Brunel became a wholly owned subsidiary of Europcar Mobility Group, with Anthony at the helm as managing director. The ethos Brunel maintained as a family business is what made the company successful and, to this day, remains of paramount importance to its operations.
Brunel’s Global network:
75
Countries served
480
Cities served
600,000+
Finding the right approach Vehicles available At Brunel, we believe attention to detail and to clients quality service are of the utmost importance. Our commitment to these principles has allowed Brunel to continue to grow in a world where customers expect perfection. Naturally, Brunel also feels well positioned to leverage Europcar’s strengths and infrastructure. At last count, our network included more than 650 cabs in London. Drivers have started to realise that owning a brand new vehicle and suffering through its depreciation is a flawed model. Instead, they are turning to the rental market, which allows them to have a new car each year.
A new model The real challenge is providing a customer with the same experience whether they are in Beijing or Bolton. The only way to achieve this is to put commercial relationships in place in rural locations and then enable these services with a technology-based solution. This is what Brunel has done. When dealing with a supply chain made up of operators varying from rural companies with five cars to urban fleets with thousands of drivers, organisation is a key consideration. As such, Brunel is utilising a variety of methods to address this logistical problem. For those with no technology in place, a driver app is provided, allowing bookings to be serviced in areas that are low priorities for global app-based companies. You will have a very long wait for an Uber in most rural areas. Meanwhile, for operators using commercially available GPS dispatch systems to control their fleets, Brunel has written software integrations that allow the bookings to be sent via an application programming interface with numerous system providers. All of this enables clients to book with Brunel through their preferred method, be it via an app, the telephone, a website or their organisation’s travel management system. This allows Brunel to accept these orders and fulfil them in a scalable and seamless way. Brunel will continue to grow this offering, and we have a long list of integrations under development that will further enhance our coverage and service. Innovation comes in many forms – at Brunel, this statement is the core truth of our future plans. n EuropeanCEO
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