DW is not insurance. The purchase of DW is optional and not required to rent a car. The protection provided by DW may duplicate the renter's existing coverage. Enterprise is not qualified to evaluate the adequacy of the renter's existing coverage; therefore the renter should examine his or her credit card protections, automobile insurance policies or other sources of coverage that may duplicate the protection provided by DW. If accepted the PAI contained in the policy provides renter and renter's passengers with accidental death, accident medical expenses and ambulance expense benefits.
The PEC contained in the policy insures the personal effects of the renter, additional drivers, or any member of the renter's immediate family who permanently resides in the renter's household and who is traveling with the renter against risks of loss or damage. Benefits are payable in addition to any other insurance coverage the renter or passengers may have. This is a summary only. Supplemental Liability Protection SLP is offered at the time of rental for an additional daily charge.
SLP is subject to the terms, conditions, provisions, limitations and exclusions in the supplemental rental liability insurance excess policy underwritten by empire fire and marine insurance company. The purchase of SLP is optional and not required to rent a car. The coverage provided by SLP may duplicate the renter's existing coverage. Enterprise is not qualified to evaluate the adequacy of the renter's existing coverage; therefore the renter should examine his or her personal insurance policies or other sources of coverage that may duplicate the coverage provided by SLP.
This quote includes: Location service charge. Stamp duty. Signified kilometre amount generally unlimited, see Enterprise for extra mileage charges. Vehicle licensing charge. One way fees if applicable. Airport taxes and surcharges if applicable.
All vehicle fees related to the booking, eg. Vehicle drop fees, all recovery fees, premium location fees, corporate location fees wherever applicable. Child seats are available at some locations, but cannot be reserved online at this time. Please contact the Enterprise office in the city you wish to rent from to discuss the availability of child seats.
All extras and additional services will attract additional local percentage taxes and surcharges. Modifying Booking Modifying your booking may change the original quoted price. Meet the renting location's minimum age requirements. Have a valid driver's license. Have a major credit card in their name at the time of rental or meet the locations cash qualification requirements. During that time Enterprise learned a lot about airport operations—and taught a lot about achieving high customer satisfaction.
It also came to see that each of the three brands was positioned to serve a well- defined segment, so it worked to reinforce the distinct character of each while looking for operational ways to leverage joint ownership. As the industry leader, we had been approached from time to time about acquisition opportunities—especially after several of our competitors merged or changed owners in the mids. So we had never really been tempted. We were growing steadily and organically, in local neighborhoods and at airports.
We believed in our strong, do-it-yourself culture. And we had little interest in altering what was working so well. We saw right away that this deal would be bad news for Enterprise. To continue our growth, we needed to increase our share of airport rentals; if four rival brands were combined into one competitor, our climb would become that much harder.
We quickly started the debate: Should we make a bid for Vanguard? Such a deal had obvious attractions. Both National and Alamo were already well established at airports across the country, while we were still battling to obtain decent space at some major facilities.
But our company had never done a deal anywhere near this size. I knew it might be unpopular with our executive team. Some would question why we should acquire these rivals when we were already gaining ground on them. There would also be big operational and cultural differences. Big differences, no question. But the more we discussed the potential deal, the clearer it became that we should proceed.
All our independent directors were in favor of it. Over the next few months we did our due diligence and worked to win antitrust approval. Integrating an acquisition like this is a tough job.
But in the process we also learned a lot about ourselves and changed our company in ways that have equipped us for faster growth on a global scale. When the deal closed, in the summer of , we began what can best be described as a deliberate integration. It was far more important to do it right than to do it quickly. We could afford a thoughtful approach, not only because our private ownership shielded us from short-term financial pressures, but also because we got Vanguard at an affordable price.
I knew there was no significant financial risk to Enterprise, even if the deal did not work out. Although we lacked experience in major acquisitions, we moved forward in what turned out to be the right way. On August 1, after I signed the papers that closed the deal, my family and members of our executive team flew to Tulsa, Oklahoma, for an evening meeting at Vanguard headquarters.
I introduced myself and my family, stressing our commitment to making this combination work over the long term. I was convinced that the same business philosophy that had propelled our growth would drive Enterprise and Vanguard together. I emphasized that as a family-owned organization, we aimed to bring stability and continuity to Vanguard. This was welcome news at a company where a series of ownership and management upheavals over the previous decade had left employees feeling a bit unsettled and disenfranchised.
I also announced that as part of our measured and steady integration process, Vanguard would operate as an autonomous subsidiary for at least a year. We colocated the three brands at airports and removed brand identification from vehicles so that the operations could share cars when necessary.
When a new direction was chosen, it would reflect the best elements of both cultures and operating approaches. Vanguard clearly had a lot to teach us about airport operations. At Orlando, LAX, and other big airports, National and Alamo managers presided over thousands of rental transactions every day. Their systems and processes operated on a much bigger scale than ours.
At the same time, they had a quality assurance process that was specifically designed to head off potential problems. We eventually adopted this program at Enterprise airport locations—an illustration of how we took ideas from Vanguard when they complemented or were better than our own.
Meanwhile, we used the first year not only to listen and learn but also to share our values and practices. From the beginning it was understood that we had a lot to teach about achieving consistently high customer satisfaction. The index confirmed that customers who were fully satisfied with our service were three times as likely to rent from us again.
Vanguard immediately adopted the index for both Alamo and National, although it informally tracked results for six months before fully implementing it.
During this get-acquainted period, our St. Louis—based integration committee analyzed many issues, including the brand portfolio, the general management structure, and the question of franchises. One key question was whether we would maintain all three brands or combine Enterprise and Alamo.
And they were willing to pay a premium for those benefits. Alamo, on the other hand, was a destination brand for vacationers, often from outside the United States, who were headed to places like Las Vegas and Disney World. Its customers generally looked for bargains on the internet. Each brand had significant value and offered its customers what was most important to them.
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