As the company branched out and expanded to different states so Jack changed the name in 1969 to Enterprise Leasing Company, in honor of the U.S.S. Enterprise aircraft carrier upon which he served in the Navy. The energy crises of the 1970s hindered Enterprise Leasing Company’s expansion but accelerated growth occurred in the 1980s even though Hertz and National entered the hometown market. According to Tucker and Salamie (2005), “a key ingredient to Enterprises success was the innovative Customer Giveaway Accounts,which allowed any Enterprise employee to charge off items up to a certain amount in order to satisfy customers.” To motivate employees the company instituted an array of bonus plans and customer service was enhanced with the
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In the mid 1990s Enterprise growth accelerated and revenues were over one billion for the first time in company history. Additionally, the leasing division took on the name Enterprise Fleet Service, focusing on serving business with midsize fleets. Enterprise went down in history in 1996 as the number one car rental company in the United States. By 1999, revenues were $4.73 billion and growth was towards an international path. The 1990s was a decade where Enterprise …show more content…
The unique purchase from Vanguard, which owned Alamo and National Car Rentals, occurred in 2007, and was another big risk, since both companies had faced bankruptcy. Enterprise felt it could reach more customer differently since Alamo catered to the leisure vacationing traveler and National catered to the frequent business pro travelers. National was busy during the weekdays and Alamo’s rush was during the weekends and sharing fleets would be a great advantage. Both companies had few home-city locations, which would not take away from Enterprise’s business. Enterprise soon learned Alamo’s customers were not loyal, and booked with the company with the cheapest price. Furthermore, National customers wanted fast quick service so they could get on the road to do business, not the quality customer serve that Enterprise was use to giving customers. Enterprise Leasing Company changed it name to Enterprise Holdings’ after the acquisition and faced administrative and operational issues on how to successfully integrate cultures. Furthermore, after several months in the field at Alamo and National locations, the company felt it was in Enterprise’s best interest to keep the three companies separate and distinct. What Enterprise did learn was how to use technology in different ways to enhance customer service such as booking on line and quick check -in kiosk service at the airport from Alamo.
In the mid 1990s Enterprise growth accelerated and revenues were over one billion for the first time in company history. Additionally, the leasing division took on the name Enterprise Fleet Service, focusing on serving business with midsize fleets. Enterprise went down in history in 1996 as the number one car rental company in the United States. By 1999, revenues were $4.73 billion and growth was towards an international path. The 1990s was a decade where Enterprise …show more content…
The unique purchase from Vanguard, which owned Alamo and National Car Rentals, occurred in 2007, and was another big risk, since both companies had faced bankruptcy. Enterprise felt it could reach more customer differently since Alamo catered to the leisure vacationing traveler and National catered to the frequent business pro travelers. National was busy during the weekdays and Alamo’s rush was during the weekends and sharing fleets would be a great advantage. Both companies had few home-city locations, which would not take away from Enterprise’s business. Enterprise soon learned Alamo’s customers were not loyal, and booked with the company with the cheapest price. Furthermore, National customers wanted fast quick service so they could get on the road to do business, not the quality customer serve that Enterprise was use to giving customers. Enterprise Leasing Company changed it name to Enterprise Holdings’ after the acquisition and faced administrative and operational issues on how to successfully integrate cultures. Furthermore, after several months in the field at Alamo and National locations, the company felt it was in Enterprise’s best interest to keep the three companies separate and distinct. What Enterprise did learn was how to use technology in different ways to enhance customer service such as booking on line and quick check -in kiosk service at the airport from Alamo.