{"id":63053,"date":"2017-07-20T15:03:09","date_gmt":"2017-07-20T13:03:09","guid":{"rendered":"https:\/\/www.voyages-d-affaires.com\/?p=63053"},"modified":"2020-03-05T18:56:07","modified_gmt":"2020-03-05T17:56:07","slug":"taxis-vtc-business-competition","status":"publish","type":"post","link":"https:\/\/www.voyages-d-affaires.com\/en\/taxis-vtc-business-competition","title":{"rendered":"Taxis and VTC: the great transformation of urban mobility"},"content":{"rendered":"

Arriving in Paris in December 2011, Uber<\/strong> was making a sensational entry into the French mobility market, which had been rather quiet until then. And since then, business travel has become an integral part of the French economy.VTC era<\/strong>. In just three letters, the acronym for chauffeur-driven cars has profoundly reshaped the landscape of urban travel. A study by BCG estimated that almost 800 million euros<\/strong> the turnover generated in 2016 by the chauffeur-driven transport industry, 53 times more than in 2013! In the first half of the same year, VTCs were responsible for 15 % of new jobs in France, and even for one in four jobs in the \u00cele-de-France region.<\/p>\n

Taken by storm by these ever-increasing numbers of drivers, the taxis did not fail to defend their turf loudly, as tensions gradually eased. The Grandguillaume law<\/strong> has led to a creaming off of the offer with the exclusion from the market of drivers working under LOTI status. Theoretically dedicated by the Loi d'Orientation des Transports Int\u00e9rieurs - hence their name - to public transport, these drivers benefited for a time from a certain vagueness to work as VTCs.<\/p>\n

This war of numbers and letters has given way to a more constructive battle for the business traveller, one based on service this time. And if there is a clear winner in this tug-of-war between taxis and VTCs, it is undoubtedly the referee: the customer, who now has an embarrassment of riches to choose from, with the added bonus of a wide range of services. tariffs revised downwards<\/strong>. A little too much for the taste of some who are calling for a responsible model. \"It's misleading to tell people that a journey can cost three euros, because that doesn't allow the driver to earn a living.<\/em>warns Bertrand Altmayer, co-founder of Marcel, a French solution launched three years ago. The sector will only become sustainable if value creation is spread evenly. We're not Unicef, we're just attentive to the problems of driver profitability. Users have been disappointed by our competitors and are prepared to pay a little more for a quality service.<\/em>.\"<\/p>\n

Quality of service, added value: the vocabulary was already the same in 2014, when the two major French business travel associations launched a joint appeal inviting \"a range of services and fair competition to help travel managers make the right choice<\/em>\". Visit Global Business Travel Association (GBTA)<\/strong> France and theFrench Association of Travel Managers (AFTM)<\/strong> testified that \"since the arrival of VTC services on the individual travel market, companies (...) can now offer real added value to their employees on business trips\". He continued: \"We are delighted (...) with this competition, which has in particular motivated taxi companies and self-employed taxis to improve their quality of service and to offer specific services reserved for companies\".<\/em>.\"<\/p>\n

Stimulating competition<\/h2>\n

It's a fact: three years on, the progress made by the major taxi companies is universally acclaimed, including by their best enemies, the VTCs. \"Taxis have done an incredible job of modernising themselves<\/em>says Benjamin Chino, head of product operations at Uber for Business. Their quality of service is improving every day, as are their technological solutions. G7 is therefore a formidable player in the business travel market.<\/em>\"The leaders of Taxis G7<\/strong> admit that \"the arrival of VTCs on the market is the trigger for this move upmarket<\/em>says Arnaud Edus, Sales Director of Taxis G7. There's no denying it, this electroshock enabled<\/em>
\n everyone to challenge themselves. Customers are much more demanding, because competition is heightened.<\/em>.\"<\/p>\n

Put an end to the image of the unpleasant Parisian taxi driver, who listens to RMC loudly in the car<\/p><\/blockquote>\n

Drivers, vehicles, technology: the G7 update has left no stone unturned. For example, 80 % of the 8,000 affiliated drivers now wear a shirt and tie. They are also subject to regular checks, which may result in penalties on the points-based licence imposed internally by the company. \"We wanted to put an end to the image of the unpleasant Parisian taxi driver, who listens to RMC at full volume in the car.<\/em>\"says Arnaud Edus. Plus, 6,200 vehicles<\/strong> are already equipped with Free WiFi<\/strong>This should be the case for the entire fleet by the end of 2017. Another new feature, and by no means the least, is the launch of the G7 Connect<\/strong><\/a> last November. The mobile application now makes it possible to pay for a fare directly on board a taxi from a smartphone, even for a taxi hailed in the street - the famous \"marauding\" system that is forbidden to VTCs.<\/p>\n

\"Taxis<\/a>
Taxis G7 is moving upmarket with the roll-out of WiFi throughout its fleet and a quality service. Taxis G7<\/figcaption><\/figure>\n

If taxis are mobilising on the technology front, it's because competition from VTCs has emerged in a fertile breeding ground for innovation. \"My culture and that of the whole company is based on technology<\/em>\"claims Yves Weisselberger<\/strong>founder of Snapcar<\/strong>the business VTC launched in Paris in 2012, then in Lyon last November. \"Technology is breaking new ground in the market, enabling us to change the user experience, the value chain, logistical efficiency and the economics of the system. If today it is possible to have a VTC at a lower cost, it is because the introduction of technology facilitates dispatching.<\/em>\"continues Yves Weisselberger.<\/p>\n

So technology is not just a marketing argument designed to appeal to a geeky clientele. For the various players, it's a question of find the right algorithm<\/strong> in order to reduce waiting time for passengers, optimise their fleet of drivers<\/strong>. The reliability of the service is regularly cited as the top selection criterion, particularly for business customers.<\/p>\n

\"Vehicle availability is a key factor<\/em>The waiting time in Paris and the inner suburbs is between five and seven minutes,\" says Bertrand Altmayer, co-founder of Marcel. For business customers, this speed means punctuality. \"If the traveller misses his plane because his vehicle was ten minutes late, simply because his choice of service provider focused on a saving of five euros, the calculation is wrong. Even more so if they had to leave to sign a contract worth tens of thousands of euros.<\/em>\"says Arnaud Coustex, Sales Director at Taxis G7.<\/p>\n

In this case, it is the company that would pay the heaviest price. After all, it is the company that has to foot the bill for these journeys. So monitoring data is crucial, as is controlling usage and reporting expenditure. \"Often, this taxi-VTC budget was not managed at all<\/em>says Yves Weisselberger of Snapcar. The functionalities of our system enable companies to manage these expenses much more effectively than in the past<\/em>.\"<\/p>\n<\/a> Ultra-easy-to-use VTC applications (here, Snapcar).\n

Marcel is also proud of its in-house technology, a guarantee of flexibility: \"We own our information system and our tool was designed in conjunction with the purchasing department of our first customer.<\/em>emphasises Bertrand Altmayer. We have developed a huge number of functions dedicated to the needs of companies: reporting tools, file code management, connections to booking tools, geolocation systems, limiting access to the employee's home, office and airports, or to certain time slots, for example.<\/em>.\"<\/p>\n

While Uber relies above all on the global reach of its network, its business version, launched in France in 2014, also offers tools dedicated to managing expenditure. \"There are two key areas on which a business-oriented VTC company needs to focus. These are, on the one hand, the fundamentals based on a reliable, secure and pleasant experience for the end user, and on the other hand, the technological approvals to apply the travel policy.<\/em>says Benjamin Chino, head of products at Uber for Business. Some of the smaller players who have specialised in the business segment in France have abandoned one or the other. But you have to stand on your own two feet if you want to meet the needs of companies, especially large ones.<\/em>.\"<\/p>\n

\"Although<\/a>
Although Uber's rise has met with some resistance, the leading VTC operator is now present on every continent and in almost 600 cities worldwide, all in just eight years of existence. Uber<\/figcaption><\/figure>\n

Urban mobility players are therefore investing to help their business customers to take control of their expenditure on taxis and VTCs<\/strong>. However creative they may be, they cannot act alone. That's why we've seen an increase in the number of partnerships with specialists in expense management and self booking tools<\/strong>particularly Concur, KDS, Dimo Software and Traveldoo<\/strong>.<\/p>\n

This integration into booking, payment and expense claim systems obviously simplifies life for companies. But one major player is still missing: the travel agency. Visit travel management companies (TMC)<\/strong><\/a> have long neglected this central aspect of travel. \"There may be a lack of agility in these organisations' systems<\/em>Benjamin Chino at Uber for Business tries to explain. We've been able to create an experience where you can press a button and get a vehicle in a few minutes, almost anywhere in the world. As soon as you integrate a circuit that requires validation processes, with tools that are not necessarily mobile, it's more complex.<\/em>.\" At Snapcar, Yves Weisselberger confirms the delay: \"Travel agencies have always had a hard time with additional services <\/a>and everything that is not at the heart of their business<\/em>\".<\/p>\n

We arouse active curiosity in TMCs<\/p><\/blockquote>\n

However, according to these privileged witnesses, things are changing, and for the better. After all, how can you advocate an approach to door-to-door travel<\/strong> leaving aside the first and last few kilometres? \"It has taken time, but business travel agencies are in the process of radically modernising, which opens the way for extremely positive discussions.<\/em>\"Benjamin Chino at Uber for Business promises. \"Agencies are suddenly taking an interest in these issues, as they aim to offer an increasingly broad service to their customers and extend their revenue zones.<\/em>confirms Yves Weisselberger. We are arousing active curiosity among the TMCs. They're moving forward at their own pace, not always at the speed of light, but it's an issue we're working on and in which we have a lot of faith.<\/em>\".<\/p>\n

While Selectour has already signed partnerships with various mobility players, global TMCs are also starting to get organised. Carlson Wagonlit Travel (CWT) has recently joined forces with Taxis G7<\/a><\/strong>in the same way as HRG with Cabforce<\/strong> or even Egencia with Marcel<\/strong>.<\/p>\n

A new form of mobility<\/h2>\n

These agreements are likely to multiply over the coming months. They are part of an underlying trend, with car use replacing car ownership. In this sense, the various urban mobility solutions are becoming allies of circumstance, united under the banner of theintermodality<\/strong>. \"We believe strongly in combining different means of transport, such as Autolib, bus, bike and metro.<\/em>says Arnaud Edus of G7. We see these solutions as fellow contributors to the reduction in the number of individual vehicles.<\/em>.\"<\/p>\n

The logic is much the same at Snapcar: \"We do not claim to be exhaustive.<\/em>explains Yves Weisselberger. There is a whole host of players who complement each other, who correspond to different needs and individual preferences. We are all helping to transform urban travel. In ten years' time, the range of services will be so dense that it will probably be inefficient to use your own car. In fact, by then we will have created a better world in terms of the environment and ease of travel.<\/em>.\" It remains to be seen whether, by 2027, the term \"chauffeur-driven car\" will have been rendered obsolete by the new regulations. taxis become autonomous<\/a><\/strong>. But that's a whole other story...<\/p>","protected":false},"excerpt":{"rendered":"

The arrival of VTCs has turned the urban travel sector on its head, forcing taxis to improve their services. This new competition is weaving its web in the business travel market. Business customers are benefiting from this development, in terms of choice, quality, fares and expense management.<\/p>","protected":false},"author":17,"featured_media":63055,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[63,79],"tags":[1371,1433],"type-darticle":[],"n_magazine":[1733],"class_list":["post-63053","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-deplacements-urbains","category-outils-de-gestion","tag-sbt","tag-taxis-vtc","n_magazine-n153","vapo-free"],"acf":[],"yoast_head":"\nTaxis, VTC : quand la concurrence profite aux voyageurs d'affaires<\/title>\n<meta name=\"description\" content=\"L\u2019arriv\u00e9e des VTC a boulevers\u00e9 le secteur des d\u00e9placements urbains, poussant les taxis \u00e0 soigner leur offre. 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