UBench International Collaborative Fleet Management Bucarest, 23 October 2008.

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UBench International UBench helps leasing and insurance companies improve their business processes and serve their customers better. UBench provides a collaborative framework that allows these companies to engage with everyone within the leasing value chain — partners, suppliers, customers and employees — to create a single virtual enterprise connected in real-time.

Transcript of UBench International Collaborative Fleet Management Bucarest, 23 October 2008.

  • UBench InternationalCollaborative Fleet ManagementBucarest, 23 October 2008

    *

  • "It's a Great Time To Be An Innovator"

  • UBench InternationalUBench helps leasing and insurance companies improve their business processes and serve their customers better.

    UBench provides a collaborative framework that allows these companies to engage with everyone within the leasing value chain partners, suppliers, customers and employees to create a single virtual enterprise connected in real-time.

    *

  • Competition in this so-called Networked Economy is not between products, but, instead, between business models!Being no worse than the other lot is NOT a competitive position.Begin With the Begin

    Do you want a status quo in a saturated market?Differentiate through strategic innovation: main stream versus stream.

  • Value For Money

    Change of mindset: from accounting to Mobility Service and Value for Money.

    Reduce Cost of Services move from cost driven pricing to price driven costing

    *

    The world of business is changing at an unprecedented rate and as a consequence, the processes that support businesses require constant review. The fundamental drivers for change currently impacting organisations are primarily concerned with new technologies, offering new opportunities. Look at the developments in internetworking, they offer unrivalled opportunities for global trade and new channels to market. What the Internet has done is to revolutionise information flow, a fact that in itself changes the buying patterns of consumers, both business and private, alike. High prices for example are only sustained by inefficiencies in the information flow. Competition in this so-called Networked Economy is not between products, but, instead, between business models.Cars of today are in no way comparable to what they used to be, nor is the way they are being sold and purchased, maintained and disposed off, not to speak of the way a car and its use are perceived by the various stakeholders. Manufacturers and dealers will, for instance, compete for ownership or control of the end customer. Ownership not just in terms of the initial sale of the car, but for the life of the car and, increasingly, for the life of the customer.The Networked Economy is very demanding in terms of cost effectiveness and the future will belong to those players that will have integrated its dimension into their business processes, thus creating (additional) value for all stakeholders.The proposed business model aims, in essence, at streamlining and co-ordinating the various service deliveries, such as maintenance, warranty, insurance, trade-in, resale, logistics, finance, etc, contributing to the Cost of Ownership over the entire car lifecycle. Indeed, when observing the current reality with regard to the various components, they represent a series of uncoordinated technical happenings and decisions, triggered by owners, whose, as a rule, technical ignorance is often abused of by intermediaries and leading to inadequate (over-) pricing.Co-ownership, focused global pan-European agreements, establishment of pre-qualified service suppliers networks, full historical traceability, seamless hand-over of co-ownership and independent Service Chain Monitoring, supported by a fully e-enabled management and communication interface, will ensure duly and pro-active execution of the deliverables and sustained reduction of the Cost of Ownership over the entire car lifecycle. Thus, fleet owners will, besides getting an interesting alternative to integrate the Networked Economy, see most of their needs fulfilled, within a genuine win-win framework for all stakeholders.

    Co-ownership Cutting the owner from ownership is detrimental to the maintenance of the condition of the car, be it from a visual aspect or technical point of view. Since condition is key to the residual value, in its turn key to the cost of ownership, co-ownership, within which the technical dimension is taken care of by the business model, in combination with an incentive mechanism to motivate the non-technical owner, may prove to be the better approach. The Vehicle Identity card is the ground for this incentive policy.Implementing innovative solutions based on newest Internet and mobile technology that allow customers to tell them who they are and what they want, makes doing business with them more convenient and provide better, more responsive customer service. By establishing one-on-one relationships with customers, the car manufacturer and/or the leasing company will earn customers loyalty in an age when switching brands is as simple as clicking a mouse. Besides this brand fidelity, this customers loyalty will enhance the co-ownership feeling and will positively effect the cost of ownership (Enhanced Customer Relationship).

  • What is Service?

    Relationships with all trading partners are determined by uncertainties. Customers, suppliers, partners and competitors, all operate, consciously or unconsciously, on a basis of reducing uncertainties.

  • What is Service?

    Customers will deal with the supplier who represents the least uncertainty. They want best value, best service and greatest stability possible from the supplier, and it is the job of every company to reduce the uncertainties of its customers.

  • The Networked CompanyThe current fragmented execution of the required service value chain does not match the changed market needs.

    Increasingly, businesses will focus less on enterprise performance and more on the global performance of the suppliers community and the influence of the enterprise on this community.

    *

  • Leasing company in the drivers seat!Business processes become immediate, transparent and in control: the community owner in the drivers seat

    Enhanced procurement power for the leasing company in the over-priced after market

    UBench brings their service offering to a new level, offering more convenience and creating customer loyalty.

    Chart1

    -195000-195000

    120000-75000

    12000045000

    045000

    175000220000

    55000275000

    201000476000

    300000776000

    0776000

    -69000707000

    25530732530

    Value UBench

    NPV UBClaims

    Net Present Value UBClaims

    jaar 0jaar 1jaar 2jaar 3jaar 4

    Implementatie & Realisatie

    ICT Cost-75,500

    Exploitatie-195,000-195,000-195,000-195,000

    Additionele kosten0000

    Additionele opbrengsten0000

    Total cash flow-75,5000000

    Discount factor1.000.970.940.920.89

    Discounted cash flow-75,5000000

    NPV 0

    Cumm. Cash flow/pay-back-75,5000000

    Discount factor3%

    Fleet

    Volume9300

    Cost

    ICT Cost-75500-75500

    UBClaims-195000-195000

    Benifits ProcessCapacityProcurementTotal

    Notification1200000120000

    FLA1200000120000

    Logistics000

    Replacement car1500000

    Appointment55000055000

    Damage Analysis-40000241000201000

    Repair0300000300000

    Auction000

    Quality Control0-69000-69000

    Payment150001053025530

    CapacityProcurementTotal

    28500000

    5.18181818180

    6700

    86.36%0.00%

    Value UBClaims

    Value

    UBClaimsUBClaims-195000-195000

    NotificationNotification120000-75000

    FLAFLA12000045000

    LogisticsLogistics045000

    Replacement carReplacement car175000220000

    AppointmentAppointment55000275000

    Damage AnalysisDamage Analysis201000476000

    RepairRepair300000776000

    AuctionAuction0776000

    Quality ControlQuality Control-69000707000

    PaymentPayment25530732530

    927530

    195000

    4.7565641026

    Fleet

    Volume10000

    Cost

    ICT Cost-75500-75500

    UBClaims-195000-195000

    Benifits ProcessCapacityProcurementTotal

    Notification1200000120000

    FLA1200000120000

    Logistics000

    Replacement car15000160000175000

    Appointment55000055000

    Damage Analysis-40000241000201000

    Repair0300000300000

    Auction000

    Quality Control0-69000-69000

    Payment150001053025530

    CapacityProcurementTotal

    285000642530927530

    5.181818181864

    6700

    86.36%9.18%

    Value UBClaims

    00

    00

    00

    00

    00

    00

    00

    00

    00

    00

    00

    &A

    Page &P

    Value UBClaims

    Notification

    Notification

    Procurement

    Current situationUnitCostTotal costCapacity margin

    Outsourcing front office0--0%

    UBClaims situationUnitCostTotal costCapacity gain

    Outsourcing front office0--0%

    Value UBClaimsUnitCostTotal gainCapacity gain

    Outsourcing front office0-00%

    0

    Capacity

    Current situationFTECostTotal costCapacity margin

    Managerial capacity15000050000100%

    operational capacity1430000420000100%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity103000030000029%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity43000012000029%

    120000

    Total gain120000

    First Line Administration

    First Line Administration

    Procurement

    Current situationUnitCostTotal costCapacity margin

    not relevant0000%

    UBClaims situationUnitCostTotal costCapacity gain

    not relevant0000%

    Value UBClaimsUnitCostTotal gainCapacity gain

    not relevant0000%

    0

    Capacity

    Current situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14300004200000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity103000030000029%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity43000012000029%

    120000

    Total gain120000

    Logistics

    Logistics

    Procurement

    ProcurementCurrent situationUnitCostTotal costCapacity margin

    not relevant0000%

    UBClaims situationUnitCostTotal costCapacity gain

    not relevant0000%

    Value UBClaimsUnitCostTotal gainCapacity gain

    not relevant0000%

    0

    Capacity

    CapacityCurrent situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14300004200000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity14300004200000%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity03000000%

    0

    Total gain0

    Appointment

    Appointment

    Procurement

    ProcurementCurrent situationUnitCostTotal costCapacity margin

    Not relevant----

    UBClaims situationUnitCostTotal costCapacity gain

    Not relevant----

    Value UBClaimsUnitCostTotal gainCapacity gain

    Not relevant--0-

    0

    Capacity

    CapacityCurrent situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14300004200000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity15000050000-

    operational capacity13550007150007%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity050000--

    operational capacity155000550007%

    55000

    Total gain55000

    Replacement Car

    Replacement Car

    Procurement

    ProcurementCurrent situationUnitCostTotal costCapacity margin

    replacement car5100002914500000%

    UBClaims situationUnitCostTotal costCapacity gain

    Replacement car4.5100002913050000%

    Value UBClaimsUnitCostTotal gainCapacity gain

    Replacement car0.5100002914500010%

    145000

    Capacity

    CapacityCurrent situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14300004200000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity13.5300004050004%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity0.530000150004%

    15000

    Total gain160000

    Damage Analysis

    Damage Analysis

    Procurement

    ProcurementCurrent situationUnitCostTotal costCapacity margin

    Expertise volume10,000404000000%

    UBClaims situationUnitCostTotal costCapacity gain

    Expertise volume3,0005315900086%

    Value UBClaimsUnitCostTotal gainCapacity gain

    Expertise volume7,0004024100086%

    241000

    Capacity

    CapacityCurrent situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14400005600000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity15400006000000%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity-140000-400000%

    -40000

    Total gain201000

    Repair

    Repair

    Procurement

    ProcurementCurrent situationUnitCostTotal costCapacity margin

    Repair30000600180000000%

    UBClaims situationUnitCostTotal costCapacity gain

    Repair30000590177000000%

    Value UBClaimsUnitCostTotal gainCapacity gain

    Repair30000103000001.7%

    300000

    Capacity

    CapacityCurrent situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14300004200000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity14300004200000%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity03000000%

    0

    Total gain300000

    Auction

    Auction

    Procurement

    ProcurementCurrent situationUnitCostTotal costCapacity margin

    Auction1205363600%

    UBClaims situationUnitCostTotal costCapacity gain

    Auction120000%

    Value UBClaimsUnitCostTotal gainCapacity gain

    Auction120-5363600%

    6360

    Capacity

    CapacityCurrent situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14300004200000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity14300004200000%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity03000000%

    0

    Total gain6360

    Quality Control

    Quality Control

    Procurement

    ProcurementCurrent situationUnitCostTotal costCapacity margin

    Quality Control Volume04800%

    Quality Audit040000%

    UBClaims situationUnitCostTotal costCapacity gain

    Quality Control Volume1,0005353000

    Quality Audit4040016000

    Value UBClaimsUnitCostTotal gainCapacity gain

    Quality Control Volume-1,00053-53000

    Quality Audit-40400-16000

    -69000

    Capacity

    CapacityCurrent situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14300004200000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity1430000420000-

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity03000000%

    0

    Total gain-69000

    Payment

    Payment

    Procurement

    ProcurementCurrent situationUnitCostTotal costCapacity margin

    e-invoice, e-payment30,0000.39117000%

    UBClaims situationUnitCostTotal costCapacity gain

    e-invoice, e-payment3,0000.391170

    Value UBClaimsUnitCostTotal gainCapacity gain

    e-invoice, e-payment27,0000.3910530

    10530

    Capacity

    CapacityCurrent situationFTECostTotal costCapacity margin

    Managerial capacity150000500000%

    operational capacity14300004200000%

    UBClaims situationFTECostTotal costCapacity gain

    Managerial capacity150000500000%

    operational capacity13.5300004050004%

    Value UBClaimsFTECostTotal gainCapacity gain

    Managerial capacity05000000%

    operational capacity0.530000150004%

    15000

    Total gain25530

    UBClaims Cost

    UBClaims costUnitCost per carTotal cost

    Yearly fee300006.5195000

    ICT Cost (initial investment)

    Realisatie UBClaims

    Req/ bouw200

    Tarief per uur 125

    Realisatie0%

    Acc. Test0%

    Systeem testen0%

    Nazorg0%

    Subtotaal 25,000

    Realisatie UNIFACE

    Req/ bouw200

    Tarief per uur 75

    Ontwerp15%

    Acc. Test10%

    Systeem testen20%

    Implementatie + Nazorg15%

    Projectmanagement10%

    Subtotaal 25,500

    Implementatie

    Totaal 25,000

    ICT kosten totaal 75,500

    *

  • Reduce Cost of Ownership

    Chart2

    0.005

    0.23

    0.005

    0.41

    0.005

    0.11

    0.05

    0.08

    0.055

    0.05

    Average Cost Components Operational Leasing

    Sheet1

    dagenurenJaar seconden

    36524360031536000

    580000001.8391679351

    Sheet2

    Lease contractsCostProfit

    Components%

    Management Fee0.5%5.0%

    Fuel23.0%0.0%

    Road Assistance0.5%15.0%

    Depreciation41.0%1.5%

    Administration0.5%5.0%

    Insurance11.0%40.0%

    Interest5.0%1.5%

    Maint./Tires8.0%20.0%

    Replacement car5.5%12.0%

    Road Tax5.0%0.0%

    100.0%100.0%

    Sheet2

    0

    0

    0

    0

    0

    0

    0

    0

    0

    0

    Average Cost Components Lease Contract

    Sheet3

    Average Profit Margin Components Lease Contract

    0

    0

    0

    0

    0

    0

    0

    0

    0

    0

  • The UBench ModelPrequalified suppliers networkBeing in control of business processesSuppliers Scorecardbuild loyalty to their brand and customersBack End IntegrationVehicle Telematics

    *

  • How?Simple and Modular Automotive Services

    Collaborative Framework - Connectivity

    Customisation - Self Service Management

    Benchmarking & Customised Reporting

    *

  • *

  • UBench Auction

  • Benchmarking

  • The Market

    *

  • The CommunityBusiness Integration

    Low cost, fast-moving value net

    Lease BackofficeBodyshopsSurveyorsAudatexE-Invoice

    Bynx - LeaseBase Miles -

    *

    Comment: - ESA-like integration with Belgian bodyshop network JB (free communication link) is realised

  • Business Integration

    Low cost, fast-moving value net

    Call CenterRoad AssistanceRental CompaniesLogistics Service SupplierGlass RepairEmbedded Telematics

    The Community

    *

  • The End: Customer in the Drivers SeatChange of mindset: from accounting to Mobility Service and Value for Money.

    Reduce Cost of Services move from cost driven pricing to price driven costing. Generate revenue opportunities through Collaboration.

    The key to profitable business is exactly the same as the key to creating value: Relationships, not transactions.

    The world of business is changing at an unprecedented rate and as a consequence, the processes that support businesses require constant review. The fundamental drivers for change currently impacting organisations are primarily concerned with new technologies, offering new opportunities. Look at the developments in internetworking, they offer unrivalled opportunities for global trade and new channels to market. What the Internet has done is to revolutionise information flow, a fact that in itself changes the buying patterns of consumers, both business and private, alike. High prices for example are only sustained by inefficiencies in the information flow. Competition in this so-called Networked Economy is not between products, but, instead, between business models.Cars of today are in no way comparable to what they used to be, nor is the way they are being sold and purchased, maintained and disposed off, not to speak of the way a car and its use are perceived by the various stakeholders. Manufacturers and dealers will, for instance, compete for ownership or control of the end customer. Ownership not just in terms of the initial sale of the car, but for the life of the car and, increasingly, for the life of the customer.The Networked Economy is very demanding in terms of cost effectiveness and the future will belong to those players that will have integrated its dimension into their business processes, thus creating (additional) value for all stakeholders.The proposed business model aims, in essence, at streamlining and co-ordinating the various service deliveries, such as maintenance, warranty, insurance, trade-in, resale, logistics, finance, etc, contributing to the Cost of Ownership over the entire car lifecycle. Indeed, when observing the current reality with regard to the various components, they represent a series of uncoordinated technical happenings and decisions, triggered by owners, whose, as a rule, technical ignorance is often abused of by intermediaries and leading to inadequate (over-) pricing.Co-ownership, focused global pan-European agreements, establishment of pre-qualified service suppliers networks, full historical traceability, seamless hand-over of co-ownership and independent Service Chain Monitoring, supported by a fully e-enabled management and communication interface, will ensure duly and pro-active execution of the deliverables and sustained reduction of the Cost of Ownership over the entire car lifecycle. Thus, fleet owners will, besides getting an interesting alternative to integrate the Networked Economy, see most of their needs fulfilled, within a genuine win-win framework for all stakeholders.

    Co-ownership Cutting the owner from ownership is detrimental to the maintenance of the condition of the car, be it from a visual aspect or technical point of view. Since condition is key to the residual value, in its turn key to the cost of ownership, co-ownership, within which the technical dimension is taken care of by the business model, in combination with an incentive mechanism to motivate the non-technical owner, may prove to be the better approach. The Vehicle Identity card is the ground for this incentive policy.Implementing innovative solutions based on newest Internet and mobile technology that allow customers to tell them who they are and what they want, makes doing business with them more convenient and provide better, more responsive customer service. By establishing one-on-one relationships with customers, the car manufacturer and/or the leasing company will earn customers loyalty in an age when switching brands is as simple as clicking a mouse. Besides this brand fidelity, this customers loyalty will enhance the co-ownership feeling and will positively effect the cost of ownership (Enhanced Customer Relationship).

  • Who will be in the back seat tomorrow?

  • Thank you.Create Value to the Customer and Enhanced Profit to the Firmthrough Relationships, Collaboration and Community. @

    *

    Peter VerbraekenUBench International NVHeieinde 702360 Oud-TurnhoutBelgium+32 496 580 [email protected]://www.ubench.com

    *

    *

    Do you want a status quo in a saturated market?Differentiate through strategic innovation: main stream versus stream.*

    The world of business is changing at an unprecedented rate and as a consequence, the processes that support businesses require constant review. The fundamental drivers for change currently impacting organisations are primarily concerned with new technologies, offering new opportunities. Look at the developments in internetworking, they offer unrivalled opportunities for global trade and new channels to market. What the Internet has done is to revolutionise information flow, a fact that in itself changes the buying patterns of consumers, both business and private, alike. High prices for example are only sustained by inefficiencies in the information flow. Competition in this so-called Networked Economy is not between products, but, instead, between business models.Cars of today are in no way comparable to what they used to be, nor is the way they are being sold and purchased, maintained and disposed off, not to speak of the way a car and its use are perceived by the various stakeholders. Manufacturers and dealers will, for instance, compete for ownership or control of the end customer. Ownership not just in terms of the initial sale of the car, but for the life of the car and, increasingly, for the life of the customer.The Networked Economy is very demanding in terms of cost effectiveness and the future will belong to those players that will have integrated its dimension into their business processes, thus creating (additional) value for all stakeholders.The proposed business model aims, in essence, at streamlining and co-ordinating the various service deliveries, such as maintenance, warranty, insurance, trade-in, resale, logistics, finance, etc, contributing to the Cost of Ownership over the entire car lifecycle. Indeed, when observing the current reality with regard to the various components, they represent a series of uncoordinated technical happenings and decisions, triggered by owners, whose, as a rule, technical ignorance is often abused of by intermediaries and leading to inadequate (over-) pricing.Co-ownership, focused global pan-European agreements, establishment of pre-qualified service suppliers networks, full historical traceability, seamless hand-over of co-ownership and independent Service Chain Monitoring, supported by a fully e-enabled management and communication interface, will ensure duly and pro-active execution of the deliverables and sustained reduction of the Cost of Ownership over the entire car lifecycle. Thus, fleet owners will, besides getting an interesting alternative to integrate the Networked Economy, see most of their needs fulfilled, within a genuine win-win framework for all stakeholders.

    Co-ownership Cutting the owner from ownership is detrimental to the maintenance of the condition of the car, be it from a visual aspect or technical point of view. Since condition is key to the residual value, in its turn key to the cost of ownership, co-ownership, within which the technical dimension is taken care of by the business model, in combination with an incentive mechanism to motivate the non-technical owner, may prove to be the better approach. The Vehicle Identity card is the ground for this incentive policy.Implementing innovative solutions based on newest Internet and mobile technology that allow customers to tell them who they are and what they want, makes doing business with them more convenient and provide better, more responsive customer service. By establishing one-on-one relationships with customers, the car manufacturer and/or the leasing company will earn customers loyalty in an age when switching brands is as simple as clicking a mouse. Besides this brand fidelity, this customers loyalty will enhance the co-ownership feeling and will positively effect the cost of ownership (Enhanced Customer Relationship).

    *

    *

    *

    *

    *

    *

    *

    Comment: - ESA-like integration with Belgian bodyshop network JB (free communication link) is realised*

    The world of business is changing at an unprecedented rate and as a consequence, the processes that support businesses require constant review. The fundamental drivers for change currently impacting organisations are primarily concerned with new technologies, offering new opportunities. Look at the developments in internetworking, they offer unrivalled opportunities for global trade and new channels to market. What the Internet has done is to revolutionise information flow, a fact that in itself changes the buying patterns of consumers, both business and private, alike. High prices for example are only sustained by inefficiencies in the information flow. Competition in this so-called Networked Economy is not between products, but, instead, between business models.Cars of today are in no way comparable to what they used to be, nor is the way they are being sold and purchased, maintained and disposed off, not to speak of the way a car and its use are perceived by the various stakeholders. Manufacturers and dealers will, for instance, compete for ownership or control of the end customer. Ownership not just in terms of the initial sale of the car, but for the life of the car and, increasingly, for the life of the customer.The Networked Economy is very demanding in terms of cost effectiveness and the future will belong to those players that will have integrated its dimension into their business processes, thus creating (additional) value for all stakeholders.The proposed business model aims, in essence, at streamlining and co-ordinating the various service deliveries, such as maintenance, warranty, insurance, trade-in, resale, logistics, finance, etc, contributing to the Cost of Ownership over the entire car lifecycle. Indeed, when observing the current reality with regard to the various components, they represent a series of uncoordinated technical happenings and decisions, triggered by owners, whose, as a rule, technical ignorance is often abused of by intermediaries and leading to inadequate (over-) pricing.Co-ownership, focused global pan-European agreements, establishment of pre-qualified service suppliers networks, full historical traceability, seamless hand-over of co-ownership and independent Service Chain Monitoring, supported by a fully e-enabled management and communication interface, will ensure duly and pro-active execution of the deliverables and sustained reduction of the Cost of Ownership over the entire car lifecycle. Thus, fleet owners will, besides getting an interesting alternative to integrate the Networked Economy, see most of their needs fulfilled, within a genuine win-win framework for all stakeholders.

    Co-ownership Cutting the owner from ownership is detrimental to the maintenance of the condition of the car, be it from a visual aspect or technical point of view. Since condition is key to the residual value, in its turn key to the cost of ownership, co-ownership, within which the technical dimension is taken care of by the business model, in combination with an incentive mechanism to motivate the non-technical owner, may prove to be the better approach. The Vehicle Identity card is the ground for this incentive policy.Implementing innovative solutions based on newest Internet and mobile technology that allow customers to tell them who they are and what they want, makes doing business with them more convenient and provide better, more responsive customer service. By establishing one-on-one relationships with customers, the car manufacturer and/or the leasing company will earn customers loyalty in an age when switching brands is as simple as clicking a mouse. Besides this brand fidelity, this customers loyalty will enhance the co-ownership feeling and will positively effect the cost of ownership (Enhanced Customer Relationship).*

    Peter VerbraekenUBench International NVHeieinde 702360 Oud-TurnhoutBelgium+32 496 580 [email protected]://www.ubench.com 197019801990

    20002010

    P

    r

    o

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    u

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    t

    D

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    l

    o

    p

    m

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    n

    t

    Financial

    Products

    Operational/Service

    Components

    Procurement

    & Network

    Serviceability

    Client Intimacy

    Repair/Maintenance

    Tires

    Replacement

    Insurance

    Residual Value

    Allocation Steering

    -Accident repair

    -Tires

    -Replacement cars

    Organization

    Driver

    Internet Utilization

    Allocation Steering:

    -Repair/Maintenance

    -Spare parts platform

    Main Focus

    Financial related

    products

    Value UBench

    -400000

    -200000

    0

    200000

    400000

    600000

    800000

    1000000

    UBClaims

    Notification

    FLA

    Logistics

    Replacement

    car

    Appointment

    Damage

    Analysis

    Repair

    Auction

    Quality Control

    Payment

    Average Cost Components Operational Leasing

    Interest

    5,0%

    Road Assistance

    0,5%

    Administration

    0,5%

    Depreciation

    41,0%

    Replacement car

    5,5%

    Maint./Tires

    8,0%

    Insurance

    11,0%

    Fuel

    23,0%

    Management Fee

    0,5%

    Road Tax

    5,0%

    Average Profit Margin Operational Leasing

    Road Tax

    0,0%

    Management Fee

    5,0%

    Fuel

    0,0%

    Insurance

    40,0%

    Maint./Tires

    20,0%

    Replacement car

    12,0%

    Depreciation

    1,5%

    Administration

    5,0%

    Road Assistance

    15,0%

    Interest

    1,5%