Navy SEAL Rear Admiral Shares Team Strategies

MIAMI BEACH, Fla. — Following a 30-year career as a U.S. Navy SEAL, retired Rear Admiral Scott Moore told attendees about how he builds teams with purpose and clear vision during his keynote address May 23 during the annual LCT Leadership Summit.

“The team is more important than the individual,” said Moore, who closed out his career as the number two leader in the SEAL organization. His message focused on how operators can create a “never give up” organizational culture that focuses on the team to ensure success. “The secret to SEAL training is simple. You just don’t ever give up.”

Moore, who led the military’s elite forces through more than 2,000 global extreme and high-stakes missions, told operators there is no such thing as a natural born leader. 

“You have to lead from the front to have influence over people and be respected as a leader,” he said. “You have to be able to listen and take advice and mentor others to become leaders.”

Moore’s career spanned some of the marquee missions in recent U.S. history, such as Just Cause (Panama), Bosnia, and post-9-11 missions in Afghanistan. He commanded several critical “no-fail” hostage rescue situations, including the mission to save Captain Richard Phillips from Somali pirates, which was depicted in the acclaimed movie starring actor Tom Hanks.

Moore stressed in order for a SEAL team to be effective in carrying out missions, there must be a culture of trust and transparency. “Trust in each other builds team cohesiveness and that builds a culture that drives people to come to work. You have to build an organizational partnership at the ground level because everybody needs to trust each other to do their job, and that builds a culture of success,” he advised.

Delivering his address with tales from covert missions and how SEAL teams reacted to situations and unforeseen circumstances, Moore said leadership means instilling “urgency from the top down and bottom up — and that drives performance.”

The art of leadership is empowering an organization’s ground-level employees to drive solutions and results, Moore said. He focused on how operators need to tailor leadership to different groups within the company to build cohesive teams and develop real trust to achieve an organization that drives performance.

Noting military leadership changes every two years no matter what branch of service, Moore said every two years you have to rebuild the culture to achieve a team mentality. “Every two years it’s crawl, walk, run to build the team to maximum performance,” he said, pointing out how operators must continually build the team-centric culture as employees come and go over the years.

When SEAL teams periodically deploy on “no-fail” missions involving hostage rescues, such situations not only require precise tactical preparation and execution, but complete trust of the team working together toward its goal. “You may only have a minute to save the hostage and the bad guys are usually tipped off you are coming, but you know your team is trained to complete the mission and that’s what leadership is all about.”

During his career, Moore served as the director of counter-terrorism at the National Security Council and the deputy director for special operations at the Pentagon. There he reported to Admiral Mike Mullen, then chairman of the Joint Chiefs of Staff. Moore also spent a year as the deputy commander at the Office of Defense Representative Pakistan, where he was one of the senior officers working with the Pakistani military. 

— Tom@LCTmag.com

Keywords

business management   company culture   keynote speakers   LCT Leadership Summit   leadership   Miami Beach   

 

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Crude, Rude Episodes Erupt In UberLand

Uber — A Modern Bank Robber’s Getaway Car: A man allegedly tried to rob the Santander Bank in Weymouth, Mass., on July 11 by passing a note to the teller saying he had a bomb. In a Facebook post, the Weymouth Police Department said a witness noted the man ran from the bank, but then jumped into an Uber. Cnet article here

Uber Driver Screams At Passenger Who Won’t Get Out Of His Car: A nearly three-minute video posted July 14 titled “Hostile Uber driver refuses to take me to ER!” shows the driver repeatedly asking the woman to get out of his car. Instead, the woman keeps asking him about her destination. “I have the right to tell you when to get out of my car,” he says in the video. “It’s right now.” Local 10 News article here

Chicago Uber Driver Charged With Sexual Assault: An Uber driver was charged with sexually assaulting an intoxicated woman he was hired to drive home last month. The woman didn’t remember getting into Alexander Marrero’s red Hyundai while she was out with her family and friends on Division Street in the early morning hours of June 26. But when she woke up during the ride to her apartment elsewhere in the city, her shorts and underwear had been pulled down. Chicago Sun Times article here

How Uber Secretly Investigated Its Legal Woes — And Got Caught: Faced with a class action suit, the company hired a CIA-linked intelligence firm to look into the plaintiffs and their lawyer, but a judge says they may have gone too far. The Verge article here

Uber Drivers Demand An In-App Tipping Option: A group of Uber drivers in New York City is campaigning the app to add a tipping option, insisting Uber’s refusal to include such a feature is the primary grievance among its 35,000 members. The news comes several months after Uber, which was recently valued at $62.5 billion, slashed its NYC trip fares by 15%. Gothamist article here

Uber Is Gradually Replacing Public Services: NBC Washington reports the Washington D.C. Fire and EMS Department is considering working with Uber to help handle the department’s excessive load of emergency calls. Inc. article here

Keywords

banks   chauffeur tipping   Chicago operators   criminal incidents   driver behavior   Illinois operators   lawsuits   legal issues   Massachusetts operators   Sexual Assault   TNCs   Uber   Washington DC operators   

 

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Operator Outlines Three Points On Excellent Service

At the core, luxury chauffeured operations revolve around one thing: Customer service.

Ultimately, it’s what sets the limo industry apart from transportation network companies (TNCs) out to make a quick buck. Mark Kini, founder and CEO of Boston Chauffeur in Beverly, Mass., spoke to LCT about how to create a team that strives for perfection caring for clients.

Step 1: Collaborate

One-on-one coaching creates an effective team. “We are a smaller company, so getting the whole team together at one time and still staffing the phones can be challenging,” Kini said. “We record all of our calls, and I use what I learn from the recordings to help our customer service representatives differentiate themselves from the competition. We aren’t robotic in terms of giving rates. We don’t want to sound like we are ordering a pizza.”

He also focuses on training his staff to build a rapport with customers. “We ask for their names, and use it two to three times during the course of the conversation to add a more personal touch to the call instead of just a price quote,” he explains. “We’ve been in business for 15 years, and I’m a hands-on owner. Our company has a great reputation and solid reviews on our Facebook and Yelp pages.”

Kini believes providing benefits such as workman’s compensation, health insurance, dental, paid vacation time, and PTO is what helps motivate his employees to differentiate Boston Chauffeur from TNCs. “I think if you are cutting corners in those areas, you’re going to give up on the service part of the equation.”

Step 2: Problem Solve

If anything does go wrong, Kini is always ready to solve issues to the best of his ability.

“Being honest with the customer is the best approach,” he said. “We’ll do everything we can to resolve an issue with the customer amicably. It’s important to call the customer, take responsibility, and ask them how you can make it right instead of coming up with all types of excuses.”

There’s a reason why “honesty is the best policy” is widely quoted. “It really simplifies things because now you aren’t putting yourself in a position where you are playing a game of telephone with the customer; one version of the story gets twisted into another and so on,” he says.

Step 3: Listen

Kini’s biggest piece of advice to other operators is listen to your customer. “As LCT Editor Martin Romjue says in his June column, we have two ears and one mouth for a reason,” he says. “Really listen to what the customer’s needs are, ask qualifying questions, and offer the best solution for what their particular issue may be.”

While he admits it may sound like simple advice, so many potential clients are now ingrained in the Uber mentality that you have to be able to decipher needs other than affordability.

“The customers are looking for the cheapest option, and while that’s true in a lot of circumstances, I don’t think the chauffeured car industry would still have any demand if it was true for all of our customers.”

Related: How To Run A Limo Company And Stay Fit

Keywords

business management   customer service   employee benefits   employee management   industry education   Massachusetts operators   tips for success   TNCs   WebXclusive   

 

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GroundLink Follows All The Chauffeured Virtues

NEW YORK — With all the complaints about Uber and its contempt for regulations, a growing tech-enabled car service called GroundLink shows how to properly run a professional ride app. GroundLink would be an apt tutor to Uber on some of the finer points of tech-based, high-end chauffeured service.

Since 2011, GroundLink has operated as a provider of “near-demand” executive black car service in major cities worldwide, offering an on-time guarantee, professional chauffeurs who are background checked and licensed, client duty of care, and late-model luxury vehicles insured at limousine industry levels. To underscore its flexibility, GroundLink takes bookings via its iPhone and Android apps, its website groundlink.com, and a 24/7 customer call center.

The chauffeurs, many of them owners of limousine services, work as independent affiliates to GroundLink, often supplementing their locally generated client revenue. CEO Liz Carisone describes the company as a “hybrid model,” meaning the company combines the technology of newer transportation network companies (TNCs) with the safety and reliability of more traditional chauffeured operations.

“We deploy service and safety and technology,” Carisone said. “We offer competitive pricing to Uber Black, but have fully vetted drivers and overarching insurance coverage. When booking, we provide blanket security.”

GroundLink includes 550 partners spread across 110 nations worldwide with a vehicle network of 10,000+. (An exact figure on the number of cities Groundlink serves was unavailable). Its holding company, GroundLink Holdings LLC, is owned by a private equity firm, Comvest.

As with TNCs, GroundLink clients can track their vehicles before pickup. All tracking, communications, and billing are electronic. GroundLink is supported by one of the limousine industry’s leading software and app providers, LimoAnywhere, which handles GroundLink’s GPS tracking and all information for its affiliates.

Background Checks
GroundLink relies on a thorough process to vet and approve all chauffeurs and vehicles. For chauffeurs, the company does background checks, including fingerprinting where required and/or available, as well as licensing and insurance verifications. All chauffeurs are evaluated based on client feedback, and the company immediately follows up on any service violations or failures.

“We have strict standards and keep full records,” Carisone said. “We do onsite auditing based on complaints and feedback, and do mystery (riding) as well. Because we operate in (110) countries, and the industry is not universally regulated the same way, we take care to follow the rules in each country.”

All Classed Up
In the U.S., black-on-black fleet vehicles correspond with service tiers including:

• Economy class: Vehicles include the 2011 Lincoln Town Car sedan, and 2012-present model years of the Toyota Avalon, Chrysler 300, Toyota Highlander, Toyota Camry and the Honda Pilot.
• Luxury class: Vehicles include the Lincoln MKT, Lincoln MKS, and Toyota Avalon. 
• VIP class: BMW 7-Series and Jaguar XJ sedans
• Mercedes-Benz class: S-Class models
• SUV class: Cadillac Escalades and Chevrolet Suburbans GroundLink also books vans and stretch limousines.

Chauffeur Pay

GroundLink works with independent operators in New York and Chicago, as well as affiliates around the nation and world. The drivers and affiliates typically get 75% of the rate, with GroundLink receiving 25%. Chauffeurs are provided 15% gratuities and all toll fees.

GroundLink uses auto-dispatching, and recently launched an algorithm that provides chauffeurs updated information on what areas of the city are likely to produce the most demand. This can help reduce waiting times for both chauffeurs and clients while improving customer service.

[PAGEBREAK]

Logistics
Pick-up times vary by city, depending on the number of chauffeurs and available vehicles. New York generally has the shortest lead times, averaging about 20 minutes. In other markets, bookings may require up to a two-hour advance notice, depending on the local availability.

GroundLink uses batch-order dispatching, where affiliates can accept bundles of rides based on time windows and geographic region. “Because we are scheduled and on-demand, they will get a book of business they can accept or reject,” Carisone said. “This allows them to plan and provide driver usage ahead of time.”
Internally, GroundLink relies on a performance-based ranking system for its affiliates tied to customer ratings. Those chauffeurs with Tier 1 status get preferential treatment in being offered the most desirable rides first. Tier 1 requires a 4.8 rating out of 5, the highest possible.

“We constantly communicate with drivers via newsletters as well as bring drivers in on a routine basis for discussion on what customers expect of our service,” Carisone said.

Corporate Clients
For corporate customers, GroundLink provides a web-based account center that gives travel managers real-time access to their ground transportation program. The account center includes an overview of their company’s overall car service spend, a breakdown of employees’ ride history, and the ability to view upcoming and completed rides and rides in progress on a real-time updated map. GroundLink also offers custom reporting and has a dedicated acount management team for corporate accounts. Chauffeurs must carry the company’s $6 million public liability insurance policy coverage. About 60% of GroundLink runs are business-related, while seven out of 10 of all runs and reservations are airport transfers. While it doesn’t publicly discuss any clients or contracts, Groundlink serves a long roster of big-name Fortune 500 companies.

Pricing
Rates for airport transfers, including gratuity, vary among U.S. cities. An economy class ride from JFK to midtown Manhattan costs about $55, whereas luxury class is $65, and VIP, $85. A Mercedes-Benz will cost $105 and a SUV is $115. GroundLink publishes its airport rates for most major cities at http://ift.tt/29Jnbus. The company guarantees ontime pick-ups: If a customer has to wait five minutes beyond the scheduled time, the next ride is free up to $75.

Growth Plans
GroundLink has launched its universal driver app that allows it to expand its base of independent operators. It’s also working on driver support features that include a dashboard with a convenient summary of earnings and payments made to them.

The universal driver app will become zoneless, which means pricing will be based on mileage instead of geographic area. Operators will also have the ability to pick up runs outside of their core market areas. “When we base our pricing on miles, it’s more transparent to the customer, and to the driver who is being paid per mile,” Carisone said. It’s also working on several features to help corporate travel managers stay within set permission levels.

[PAGEBREAK]

GroundLink Operator Likes To Fill Down Time
SAN JUAN CAPISTRANO, Calif. — Operator Akis Kourtzidis, owner of Sterling Black Car in Orange County, relies on GroundLink for about 60% of his business, which amounts to 60-70 rides per week. His five-vehicle operation, which has six chauffeurs, juggles mostly airport transfers for GroundLink while serving a local business and retail client base.

While local retail clients are more profitable, “lower margin is better than no margin,” said Kourtzidis when comparing revenues on the two types of service. “You have to be a member of Limo Anywhere, and the offers come in via a portal. You accept the ones you want, and decline ones you don’t. It’s first come, first serve, so you’ve got be quick.”

The most convenient aspect of working with GroundLink is operators can take the rides they want and then work them into their schedules.

FASTFACTS: GroundLink

• Founded: 2003
• Headquarters: New York
• countries served: 110
• Affiliates/member companies: 550
• Vehicle network: about 10,000
• Employees: 160
• Client mix: 60% business / 40% consumer
• GPS partner: Limo Anywhere
• Executive team: Liz Carisone, CEO; Michael Mooradian, chief sales officer; Senthil Venkataraman, chief strategy officer; Petar Dordevic, VP of IT engineering.
• Promotional partners: United Airlines, JetBlue Airways, American Airlines, Royal Caribbean International, Norwegian Cruise Line, InterContinental Hotels Group, Hilton Grand Vacations, and Expedia.
• Website: www.groundlink.com
• 24/7 customer service: (855) 463-7150

Keywords

apps   GroundLink   mobile applications   mobile technology   vehicle apps   

 

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Star Tracks From The 2016 LCT Leadership Summit

The annual conference and recreational getaway brought together 133 industry friends and colleagues for some deep thoughts and serious fun May 22-24 at the SLS South Beach Hotel in Miami Beach, Fla. As always, the best stories are told in photos. (Most photos by Sergey Yusin)

Keywords

Florida operators   industry education   industry events   industry leaders   LCT Leadership Summit   leadership   Miami Beach   networking   

 

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10 Most Expensive U.S. Business Travel Cities

Business travel in the United States only looks bad until you have to leave its borders.

London-based firm MVF Global and its U.S. Expert Market team compiled a list of the world’s most expensive cities for business travelers, and U.S. cities failed to crack the Top 20. By their measure, only New York ($442.59 per day) and San Francisco ($444.66) cracked the Top 30.

The Street article here

Keywords

business travel   business trends   corporate travel   industry trends   operating expenses   

 

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Veterans Become Chauffeurs In New York, London

After driving an armored vehicle along dusty, IED-rigged roads of Iraq and Afghanistan, navigating luxury vehicles through the streets of New York and London is a breeze for a growing team of chauffeurs whose transition to civilian life is being eased by an international startup.

The company is Capstar, and while the main service it provides clients is transportation, it also offers aviation, security and other personal services. But what it offers its highly disciplined employees may be even more important: a chance to use their habits and skills to build a successful civilian career.

Fox News article and video here

Keywords

aviation   chauffeur training   hiring chauffeurs   London operators   New York operators   security   startup   VIP service   wealthy clients   

 

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CEO Grows Company Into High Profile Baltimore Limo Service

What started as a dare resulted in a multimillion-dollar business for Gary Day that has served celebrities including Ray Rice, Jada Pinkett Smith, Prince, Courtney Love, Muhammad Ali, Janet Jackson and the Beach Boys.

After Day’s sister was killed by a drunken driver, his mother made him promise to never drink and drive, so he and his friends sometimes hired limousines for nights on the town. The limo services varied widely in quality.

Baltimore Sun article here

Keywords

business growth   business strategies   Maryland operators   operator profiles   

 

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NYC-DC Bus Service Adds Scheduled Luxury Class Runs

NEW YORK – Vamoose Bus, the intercity bus company that moves more than 7,000 travelers a week between the Washington, D.C. area and midtown Manhattan, is expanding its scheduled Business-class Gold Bus service.

Starting June 1, every Monday through Thursday travelers desiring a full day of business and pleasure in Manhattan can board a Vamoose Gold Bus in Arlington, Va., at 6 a.m. with an additional pick-up in Bethesda, Md., at 6:30 a.m., and arrive at West 30th Street and Seventh Avenue, one block from Penn Station in the heart of midtown Manhattan before 11 a.m.

No other bus company offers this service between New York City and the Washington, D.C. area.

“With the expansion of our premium Gold service, business travelers can now ride in the comfort of the Gold Bus and be in midtown Manhattan in time for lunch,” said Florence Bluzenstein, a company co-owner. “You will be able to do more – business meetings, theater, shopping, dining, or enjoy a full range of tourist activities during your day.”

In addition, the new Gold Bus departs at Noon for the DC area on Monday through Thursday each week. This new service supplements an existing late afternoon Gold Bus departure from New York.

The early morning departure from the DC area will supplement existing Gold Bus service which offers a scheduled 9 a.m. daily departure from Arlington, Va., with a single pick-up stop in Bethesda, Md., at 9:40 a.m., and an estimated 1:30 p.m. arrival in midtown Manhattan.

For fare and schedule information, or to reserve a seat, visit www.VamooseBus.com.

About the Vamoose Gold Bus
The Gold Bus serving the Washington-New York corridor features wide-body, “two-and-one” leather seating with extra arm- and legroom, on-board free Internet service (Wi-Fi), and 110-volt AC electric outlets. It carries only 36 passengers, compared to 56 seats on standard coach buses. The Gold Bus is in high demand for corporate travelers seeking an alternative to air travel or train. Vamoose believes its luxury service will appeal to any traveler who values comfort and amenities over standard lower cost service. Vamoose Bus was awarded “Best Bus to NYC” by Washingtonian Magazine in 2015.

Related: Vamoos Runs Gold-Level Motorcoach Service

Keywords

commuter services   line runs   luxury buses   motorcoaches   New York operators   Vamoose Bus   Washington DC operators   

 

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How To Hire The Right Affiliate Manager

ATLANTIC CITY, N.J. — Before hiring an affiliate manager, Jeff Shanker recommends you evaluate the need for such a position within your organization based on a combination of your sales volume and business growth plans.

New Jersey operator Jeff Shanker explains what business skills and qualities are needed to help grow business, expand operations for more farm-out work, and provide seamless one-call transportation service.

About the Presenter
Jeff Shanker is executive vice president of A-1 Limousine, Inc., a 220-vehicle fleet with multiple locations in New Jersey and Pennsylvania. Shanker joined A-1 specifically to help grow its affiliate network. He previously owned a limousine service in the 1980s, and also serves as the current president of the Limousine Associations of New Jersey (LANJ).

As a general rule, Shanker advises against hiring an affiliate manager if your sales fall under $100,000 a month, since it is unlikely you could afford the type of manager needed. Also, a seasoned affiliate or sales manager has specialized training, knowledge and skill sets you may not understand or be able to manage, said Shanker, who led a session on the subject on Nov. 9 during LCT-NLA Show East. About 100 operators packed into the room hoping to expand their affiliate bases and hear what attributes make a great affiliate partnership.

Attributes Of Affiliate Managers
Affiliate managers must be very personable. By the nature of their job, they should have the gift of gab. “This means smiling on the phone when they speak,” Shanker said. “They must be outgoing and friendly with social skills that allow them to easily converse with clients, fellow employees, and other limousine operator in person, through emails, social media and of course trade shows, such as next month’s International LCT Show in Las Vegas.

In addition to being personable, affiliate managers must be good with numbers, geography, and of course, negotiating rates that benefit your company and meet the needs of incoming farm orders without giving the farm away. They also must be empowered to make quick decisions on behalf of the company.

What Affiliate Managers Do
“Affiliate managers are ambassadors of your company who take ownership in the company,” Shanker said. “It is their job to analyze where your clients are traveling to and develop affiliates in those cities to handle the continued transportation needs in their respective cities. They must be able to negotiate the price you will pay to an affiliate that allows you to make a small profit from each transaction. They must be able to quickly provide an all-inclusive price an affiliate will pay you for inbound orders. They must represent your company at trade shows.” Shanker admonishes, “You don’t want your affiliate manager to be dancing drunk on the table at a trade show, but they do need to know people in the industry.”

Hiring An Affiliate Manager
You can promote from within or hire from the outside. However, the person must thoroughly understand the business from the services offered, sales processes, the reservations process, and details of your company. Erich Reindl, president of Avanti Transportation in Houston, added, “You must be able to sell your limousine service to another limousine service.” Added Shanker, “Make sure your affiliate manager clearly understands geography.”

[PAGEBREAK]

Contracting Affiliates
One of the reasons negotiating skills are essential is to successfully work out a written contract between two companies to avoid any misunderstandings and to enforce policy compliance between both companies. Affiliates should “apply” to serve as your affiliate and should be vetted instead of just accepted because they want to do work for you.

“They must be trustworthy and loyal to hold your sign,” Shanker said. Once the application process has been completed, a contract can be negotiated to include details such as payment terms, chauffeur attire, how to do meet and greets, and compensation amounts for various jobs and vehicles. Every affiliate should provide appropriate proof of insurance naming your company as additionally insured on their policy. Potential affiliates can be found in the NLA directory, social media groups dedicated to the limousine industry, and your existing global partners.

Being honest with each other was another point stressed. Lisa Ortega, affiliate manager for BostonCoach, joked that she has lost count of how many affiliates had a flat tire on the way to a pickup. “Be honest. If you’re late, you’re late. Don’t tell us you will be there in 10 minutes when you know it’s really going to be 30 minutes.” It is also important that you are truthful about what types of vehicles you are sending. Shanker added, “If an affiliate isn’t willing to give you a chauffeur’s phone number, he probably farmed the ride out to someone else.” All affiliate managers underscored that farming out a farm job is never acceptable.

Building The Network
You’ve heard the saying, “If you build it, they will come.” In this business, you will have to change your reservations intake process to begin asking where your client is traveling. Next, you need to ask if clients need transportation in their destination cities. You have to ask where they are going and ask for the second-leg of the trip if you want to build your network.

To build a solid network of 1,000 affiliates worldwide, Shanker estimated it would take about three years. However, by starting to ask your clients where they are going, you can immediately begin building your network to meet the needs of your client base.

Shanker wrapped up his presentation by reminding the standing room only crowd to always operate under the code of the Golden Rule: Do unto others as you would have them do unto you.

Maintaining An Affiliate File
An affiliate manager should maintain a file for each affiliate that contains the following information:
• An application to serve as an affiliate
• A written contract with a rate addendum
• Emergency contact information
• Hours of office operations
• After-hours contact information
• W9 Tax ID information
• Fleet information
• Auto Liability Accord Certificate
• Worker’s Comp Accord Certificate
• Agreed cancellation policy
• Uniform policy
• Airport meet/greet policy

Cardinal Sins Of Affiliate Work
• Failure to send confirmations (farm-in or farm-out)
• Failure to provide or ask for the chauffeur’s cell phone number
• Farming out an inbound farm order (farm a farm)
• Hand a business card to your affiliate’s client
• Take a local order from your affiliate’s client
• Discuss rates with an affiliate’s passenger

Keywords

affiliate networks   business management   employee management   employee retention   hiring   How To   industry education   Jeff Shanker   LANJ   LCT-NLA Show East   New Jersey operators   

 

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