Simply Irresistible

If you walk in to a supermarket and browse the aisles, you see a bewildering choice. The chances are though if you repeatedly buy a product which needs to be reliable you stick with what you know. It’s like the old saying, if it isn’t broke, don’t fix it.

In some ways corporate chauffeur services are the same. You find a reliable supplier and you stay with them. Usually, the only reason to change is if you experience disappointment or if an external force dictates you work differently.

Last week I wrote about our core competencies at DrivenByQ. Let’s face it though, a customer does not really care how advanced our cloud system is; or how well it is engineered. If a supplier ticks their box labelled ‘reliable’, they stay with them.

A customer is only going to change if something is wrong OR if a new supplier appears so tantalisingly irresistible they cannot refrain. Like one that looks so good; smells so great; feels so nice and tastes so amazing, its rivals simply get left on the shelf!

Raw Speed

So here we are, six and a half years after the creation of DrivenByQ and personally, I think we have become fairly well established in Wrexham. The plan is to go further though and continue developing. So the next stage is to expand and venture in to neighbouring areas, fostering a network of drivers while approaching new customers. Why though would anybody want to hire our services?

Last week I said it was time to go back to basics; to get beneath the skin of the business and determine our competitive advantage; to really understand what makes us better than anyone else? In the process, I have identified three critical components in the DNA of DrivenByQ. These are: our experience; the level of service we deliver and the efficiency we achieve through technology.

Our management team have engaged in everything related to the private hire industry from driving to pricing to licencing. Basically, we've been there, done it and got the tee-shirt. Our service is good too. From the surveys we have completed, everybody says we treat our customers like VIPs - not just the passengers but individuals who make bookings as well. As the MD I believe this is critical.

Now, here is the thing, I think that experience and service can be found in other companies similar to our own. What cannot be found though is the technology at the heart of the operation. While some in the industry still use pen and paper to manage their business, DrivenByQ have embraced the mobile era and developed a cloud system that delivers efficiencies our rivals cannot comprehend as even being possible. So now I am asking, why would anybody not want to hire our service?

Performance Tuning

Following on from last week, my focus is turning towards plotting a course for growth. Surprisingly, I’m not planning for the medium or long term but more for the short term. I’m considering how we can accelerate the process of introducing new corporate customers but without the personal introductions which proved so valuable in the past.

Traditional marketing methods don’t seem to work the same for a chauffeur company as they do for other businesses. Our web site needs updating for sure and we have been receiving quotes for it. There are other things I would like to spend on too but at the moment there are two big topics which need consideration within any plan. One is the European economy and the other is the mighty Katla volcano.

First things first though, we’ve already taken the most important step, freeing up my time to facilitate objectivity! It is starting to make a difference too. It feels similar to offloading heavy baggage from a loaded vehicle. It improves the responsiveness, increases efficiency and achieves better overall performance - characteristics which are essential for competitiveness.

Before we make any further adjustments, I think it is time to go back to basics. It is time to re-examine not only how we secured our current customers but more importantly why they choose to stay with us. What we need is to investigate our key strengths and thoroughly understand why our offer is better than any competitor. All we have to do then is package that information in to a clear message which potential customers find easy to understand.

Route Planning

If you were to go back and read some of my blogs this year, a lot of my time was spent fire fighting. In other words, I was dealing with day-to-day issues that popped up in business. I sometimes think of it as being on board a ship and running around fixing small problems.

In the last few blogs I’ve written about changes we’ve made and that I now have more time and freedom. It has taken time to delegate tasks (like invoicing, payments, driver rotas and customer enquiries) but right now, I absolutely love the fact I’ve got the time to walk up on deck, stand on the bow and take a look around.

So what do I see? Well, looking back there is a finely tuned machine. Our ship (DrivenByQ) is fitted with robust but futuristic technology, our team is incredibly efficient and there are distinguished regular customers on board (in some of the World’s biggest brands). We can justifiably be proud of our achievements so far.

Now if I look out across the sea and think about where we are going, we are ready to venture in to new waters, with new drivers already itching to join (the crew), more customers (or passengers) aware that we are coming and we have enough fuel (cash in bank) to take us on a journey. So the only thing left to do is plot the next stage of our expedition.

Changing Gear

In the last two weeks, we've made some big changes at DrivenByQ. They have been long overdue. My last blog mentioned we’ve been operating with reduced man power for most of this year and it has affected growth. Now that we are back to full strength, we can finally implement some postponed strategic decisions.

A few months ago I wrote another blog about my time with a business coach. The most important issue to come out of this was that my time should be diverted to the tasks where I contribute maximum value to DrivenByQ - such as pursuing new customers, working on promotion and reviewing the business objectively.

My time needed rescheduling but first we had to discuss this as a team and make decisions together. I'm sure any successful manager will talk about the importance of 'buy-in' from their team when introducing changes. Surprisingly we reached a conclusion pretty quick with little debate.

So what have we done? Well, so far we have introduced another full-time driver. My hours on the road have been halved (and condensed), I have greater financial compensation, the marketing budget is in use and a certain spark of enthusiasm has been re-ignited. I wonder which one will have the greatest effect?

Mirror, Signal, Manoeuvre

Last Christmas, I set the goal of doubling our turnover – quite a big task in the current economic climate! In order to achieve this goal, I knew a number of things would need to change, especially our promotion. Time would need to be allocated to our marketing strategy and its implementation.

In reality our growth is only 43% so far this year. The reason being each member of our management team needed extended time off to deal with issues in their personal lives. In support my time was spent on the day-to-day running of the company. As a consequence our growth plan was partially suspended.

On reflection, it has been a positive experience because it demonstrated our overwhelming resilience in times of crises. It has proven the strong bond between our team and it has accentuated the importance of allocating time for a leader to step back and achieve clarity when forming a strategy.

It requires a degree of ambition and a certain confidence for goals to be achieved. As the Managing Director of a company it is a new challenge to instil that belief in others so wholeheartedly. I really do believe however that once that belief is embraced and infused, the future success of our company, our team and all of our hopes and dreams can only be ever be one step closer to reality.

Past, Present & Future

Ask a child if they know what a Pager is and they will probably look at you blank. It wasn’t so long ago that Pagers were the latest technology. It is the same for those huge analogue mobile phones and their enormous battery packs people used to carry around.

Today we have email, social media and Internet on our mobile phones, not to mention cameras, Bluetooth, apps and Satellite Navigation. Processors are evolving too and offering the functionality of HD video recording, streaming, voice control and even artificial intelligence.

This year, Motorola released the Atrix. A Smart Phone that can be used in a laptop carcass or a docking station (with a keyboard and monitor) as a PC replacement. The device sets a trend because it utilises the phone’s processor to power different pieces of equipment.

So what is the future? Well what if mobiles could integrate with a human body. What if pharmaceutical companies replaced medication with software which monitored and tweaked our DNA through telemetry? Would we ever get ill? Would heart-attacks still occur? Would hospitals need to exist? Furthermore, would humans still need to age?

A Coded Message

Our new business cards have a simple black and white logo to reflect our old-fashioned customer service and traditional etiquette. On the flip side of the card we have social media icons and a QR bar code. These signal we’re a modern day business utilising the very latest technology to stay competitive.

Right from the start, I wanted technology at the heart of our business to improve efficiency and deliver an edge. Some people think ‘tech’ is geeky but the truth is if you travel in one of our vehicles, you never know about our systems except for when our drivers are in-the-know and informed if flights are late or early!

Comparing smart phones of today against desktop computers of five years ago reveals huge developments in miniaturisation and the empowering of mobile communication. It points to what could be expected in the future and where investment for a business may be prudent. Why be tied to an office and associated costs when you could work off the mobile carried in your pocket?

Smart phones drive the evolution of social media and mobile communication. They give us the ability to say what we want, when we want, regardless of location. They facilitate convenient access to information and the manipulation of data. Our new QR codes are a talking point. When we explain to people the bar code readers are free, they are even more enlightened.

That Looks Easy

A chauffeur-driven car arrives outside a house. The passenger boards and speaks of possible redundancy. Finding alternative employment is on their mind. They entertain the option of buying a nice car and maybe taking a few people here and there, after all, how hard can it be to run a successful chauffeur business?



If you watch the news at the moment, you can’t help but notice the hype surrounding the possibility of a double-dip recession, constant fluctuations in the stock markets, collapsing banks, increasing energy costs and the downgrading of credit ratings for countries. Add to the mix the possibility of major eruption at an Icelandic Volcano and you could easily start dwelling on doom and gloom.

For anyone considering the corporate chauffeur market, my advice would be “think-twice”. Not because of the conditions surrounding the market but because of the volume of work required in order to return a profit. A start-up needs to be incredibly committed to developing new business. They undoubtedly require a network of associates to engage the capacity that would deliver economies of scale (for which you should register for VAT).

Once you pass the growing pains and become profitable, then my advice would be to start thinking about the Eurozone debt contagion, reduced availability of credit and possible long-term closure of airports. If you see it all as doom and gloom, then give up and go home. If however all you can see is a world of opportunity to embrace big changes, new demands and genuine challenge then what are you waiting for?

Softly Does It

Two years ago, we organised an event as part of Wrexham Business Week. It was one of the biggest things DrivenByQ ever organised. We hired a hotel for a night, invited 150 guests and then went to town making every single one of them feel fantastic.

As all our guests were female, we did all the things ladies like. We had a champagne reception, fresh hand-made chocolates, designer shoes, handbags, beauticians, hair-dressers, professional bar men creating cocktails and of course a well-known TV celebrity from a popular soap opera (just to top it all off).

We gained new business from the event but, what we really did was cement ourselves as the market leader and demonstrated how great a company we are to work with. In addition, we really enhanced our customer loyalty by getting the atmosphere just right.

This week, we supported another Business Week but in a different location. Being new on the scene we decided to take a subtle approach this time. Our new logo was well received but maybe next year we should organise our own event and this time invite three hundred ladies?

Latest Developments (State-Of-The-Art Style)

Six years ago when DrivenByQ started trading, our identity was left as a blank canvas and never really developed. The reason was so we could find our feet, specialise and then maybe cultivate a brand reflective of our market position. Looking back, it was probably a good thing because it took time to find our niche.

Most of our business came through social networks. Our identity was left to simmer on the back burner. It never really seemed important. After all, if you are gaining new business all that matters is your ability to deliver on what you promise. Something we have been praised for over and over again.

Ultimately, a business has to market to a new audience if growth is to continue. It becomes time to consider an image and how it is perceived by potential customers. I have discussed this several times over the last year in a number of previous blogs, emphasising how awkward it is to find agreement from a team who are passionate about their work.

This week we have an exhibition stand with the potential to create awareness amongst new customers. Thankfully though, we have agreed on a logo; ordered new personalised business cards and even emblazoned them with the latest QR bar codes. What better way to reflect the fact we really are a cutting-edge company?

The Small Touch That Makes A Big Difference

A young sales executive gets the break of their career. They have a meeting with a new customer for an account that could be worth £20m a year. On the last leg of their journey to visit the customer, they hire a chauffeur who will drive them from the airport to their destination. They have one hour to finally prepare and compose themselves before meeting the buyer. They sit in the car and try to focus but the driver is chatty. He doesn’t stop talking about his weekend of hell shopping with his wife and is oblivious to his passenger’s despair.

Quite often a travel agent or a PA will use the Internet to book a chauffeur-driven car for an executive who is travelling on business. Most of the time, the only thing they have to rely on is the presentation of the chauffeur companies' web site. It can be a daunting task and it can be very easy to find someone who looks acceptable enough and then proceed with the booking.

A good question to ask however is whether the chauffeur provider can send more than one car if necessary or if they can send a fleet of cars maybe – this is just a hypothetical question and the booker will never need such a request but what it does is gauge if other drivers will work with the company. This is a pretty good indication of their capacity and how well established the company is in their local market. It is probably best to ask this question by phone too and measure the response. A slight hesitation can reveal a lot.

Sometimes it doesn’t matter what car you drive, how early you arrive or how smooth you are over speed bumps. As a chauffeur, you must be able to read people and be attentive to their needs. It is something that is often overlooked by someone hiring a chauffeur service and something that is never valued if you never need to travel yourself. Believe it or not, drivers are not all the same and a good driver can be of enormous value. Just think of the young executive on the way to the meeting and wondering how they will break the ice. What if their chauffeur has valuable local knowledge, knows the £20m customer sponsors a sports team that just got promoted and knows exactly when to drop it in to a brief conversation?

A Very Perfect Ten

Last week I wrote about preparing a ten minute presentation. It went better than expected. The reason being, my focus was well and truly drawn to what makes DrivenByQ better than the competition.

In a nutshell, we specialise in corporate travel, supporting companies who require external chauffeur services. Our bespoke ‘cloud’ software helps manage their bookings while keeping our overheads low. For customers this means three things.

1. DrivenByQ increase efficiency
2. DrivenByQ improve quality
3. DrivenByQ reduce cost

Focussing so closely on these points proved especially useful this week when I visited a customer. They already employ our service but were unaware we had branched out. By explaining how we operated differently to their current (main) supplier, they understood the benefit and promptly agreed to increase use of our service.

Giving a presentation to a business club was a great opportunity. Little did I realise it would secure bookings before actually delivering it. Perhaps I should prepare a few more?

A Perfect Ten

Next week, I have a ten minute presentation to a business group. In that time I have to inform the members about DrivenByQ, where we are positioned in the market, what makes a perfect customer and what is our unique selling point.

Originally I began writing pages and pages of information but of course, that would be impossible to communicate and incredibly boring. Instead, I have decided to write as much as I can and then pick out what is important. It is probably a good idea to make the presentation entertaining too.

As usual I will be using Power Point to display some bullet points and pictures which will keep things on track. As an introduction, the history of our company in the last six years will be covered (briefly) then the focus will turn to how we came to target the niche for which we cater. Finally, the presentation will detail our mobile technology, fantastic customer service and where lean principles save so much money.

Taking people from A to B is the part that everybody understands but the booking process really intrigues people. They still find it unbelievable that we take very few phone calls and don’t have administrative staff even though we have such a good volume of work. If I start waffling on about cloud computing and collaborative communication technology though, do you think they might fall asleep?

The X Factor

A chauffeur arrives to collect their car from a valeting service. As they approach the vehicle the paintwork gleams in the sun light. Close up the glass is spot free. Stepping back again the attention to detail in the alloy wheels is perfect. There is something missing though, one important, finishing touch that makes all the difference.

In the last blog I mentioned we were probing new geographic areas in order to continue our growth as a company. One thing identified as part of the process in converting leads was that our marketing material and image needed to be stronger. This was to help deliver our message more comprehensively in a shorter space of time.

We need to conclude the lengthy process we initiated about a year ago and finalise a logo strong enough to represent our future aspirations. It is a known fact that committees take much longer to reach decisions, especially if discussing something emotive which is close to their hearts but the final outcome is better all round.

We have been very close to a finished article for quite a while. The problem was that we were missing that special something. Just the same as when you see two clean cars but one looks better. Then you notice that all-important sexy, tyre shine. After all, isn’t it the little things which make all the difference?

Looking Good

Suppose you grow to be one of the larger companies in your area and you pass the stage of operating as a one-man-band or small team. You start looking at growth on a larger scale. The question then arises should you change the marketing?

Smaller chauffeur companies don’t always include marketing, sales or advertising in their budget. The reason is that personal recommendation carries so much weight that natural (organic) growth usually takes over and if you only focus locally, then expenditure on marketing and advertising is unnecessary.

Over the last six years we have secured most of the major account customers in our local area. We realised about a year ago though, to keep growing we needed to look further afield and examine other geographic areas. After six months of probing, now is the time to consider our findings and question if our past strategy is still robust enough to carry us in to the future?

The chances are personal recommendation will not be as decisive as we previously found but it still needs to be part of the strategy. The difference is that we need to convince new customers much more succinctly we are the best of the best. Maybe it is time to recognise our image will play a much bigger role and as such, we should reconsider how we are perceived through our marketing?

Shaken Not Stirred

Over the last few weeks I’ve been disruptive! I’ve been challenging too. I’ve even been slightly confrontational. Everyone in our team has known about it because I have examined and analysed our beliefs, values and attitudes, then questioned how genuinely passionate we are about them.

In a recent blog I mentioned working with a professional business coach who helped me rediscover my motivation. On reflection I realised we had lost ground in actualising our business plan. We really needed an injection of new energy and enthusiasm to regain our momentum and start attracting new corporate clients again.

As the Managing Director, I  have re-assumed my position as the person responsible for tackling difficult decisions and I have started shaking things up. The kick start has occurred and I’ve begun by bringing forward future plans that reorganise part of our structure and our culture.

Reorganising before gaining new customers is a risky strategy because it involves cost. Furthermore in the current climate, taking risks is not for the feint hearted. But without such risks or a firm belief that things can change, I don’t think they will! After all, whoever achieved anything great by staying in their comfort zone?

First Impressions Count

Suppose you work for a manufacturing company with a £30 million turnover. Your biggest foreign customer is coming to visit. The factory manager sends an instruction to every member of staff ensuring the plant is spotless and super-efficient. Now ask yourself, when does your customer form their first impression of the plant, its manager, its staff and its products? 

We recently came close to attracting a new customer. They were using a taxi firm to shuttle their visitors but faced some issues with drivers finding simple locations. I visited the buyer and quoted for the work. In the process I explained how we differ to a taxi firm. I didn’t stress the benefits too heavily as the customer already knew the quality concerns connected to a taxi company.

It was frustrating to learn the customer finally made the decision to place their business with yet another taxi firm. They based that decision on price and price alone. It was even more frustrating to realise the customer had not considered the time savings our booking system delivers, how easy our invoices are to process and how reliable our service is. It all means fewer distractions for the people inside their organisation.

I suppose the only saving grace is, the customer knows who we are; what level of service we provide and we will not compromise on quality. Maybe we just have to wait and see how long it takes for the taxi company to reflect their compromise? Especially when meeting their most important client at the airport?

Growing – Step One

In any business, there is just one thing you need in order to grow. It is really simple. So simple it is astounding! You just need more sales!

In our modern day world of electronic gadgetry and extreme convenience, it is easy to become embroiled in a society where people coexist but rarely do they actually engage with each other on a sincere and personal level.

Imagine how hard it is to connect with someone as soon as you speak to them for the first time on the telephone - especially when so many people have already rang that day trying to do the same thing in a sales call.

Luckily, we consider people as individuals. It is why our service is so highly regarded by our customers. The challenge now is if we can convey that sincerity and true value of service in just thirty seconds of a phone call?

Back On Track

Come in. Take a seat. Make yourself comfortable. Would you care for a drink? Ok, so tell me, what is on your mind? What is bothering you? – What if you could change the situation? How would it look then? Would you feel better?

Over the last couple of months, I’ve worked with a business coach to address some concerns surrounding our lack of progress when gaining new business. We had a few sessions before something clicked. It was just like stepping out of a car, looking back down a road and analysing the last few miles of a journey.

I suddenly realised that the brick wall I had been staring at and focussing on was not going to move. Furthermore, it dawned on me that continuing to look forward through the windscreen was not the right solution. Instead, it was simply time to engage reverse, go back to the place I made a wrong turn and continue the original journey.

Sometimes it takes an external pair of eyes to help view a situation differently. Their assistance in gaining new perspective though can be immense. The result is, I’m back on track, back up to speed and not only rediscovering my true passion but also appreciating just how much it means.

We Choose To Go To The Moon

A company director sits at a computer and interrogates a database. They pull all sorts of information and start compiling reports. Very quickly they identify the company is growing but they know their team has more to offer. In fact they know their team can rightfully achieve a much higher level of ambition, way beyond what they believe is ever possible!

Sometimes in work and in life, we settle in to a routine that is comfortable. We find a level of stimulation that is just enough to keep us interested or it satisfies our basic needs. From that point on, we can become steadily stuck in a rut and we reach a plateau. That is not such a bad thing but the longer it continues, the more difficult it becomes to move on.

It was Albert Einstein who once said his definition of insanity was “doing the same thing over and over but expecting different results”. For a manager or a director this might ring true. Attempting to change a routine or people who have become institutionalised can prove frustrating, especially if relying on just hope alone.

Luckily in life, some people are pioneers. They believe in something bigger and better. They have vision that inspires something creative. They have the strength to be leaders and take other people with them. And they choose to do these things not because they are easy, but because they are hard!

Here We Go Again

Is being comfortable in life enough for some people? If you reach a certain goal and life is fine, are you happy to accept there is nothing else left to accomplish?

Running a business can be demanding and if the turnover is steadily increasing, it can be tempting to sit back and happily coast along - just making the odd tweak here and there. This year, we’ve done well and I’m a lot more relaxed. It has probably been the easiest time since starting the company six years ago,

Having some breathing space has been nice but recently, I’ve felt lost and somewhat bored. Surviving a recession and recovering from it has been a valuable learning experience. On reflection it has made me realise what type of person I am. It has questioned what makes me tick, where I find enjoyment and how badly I need a challenge.

Repeating 100% annual growth on turnover like we experienced in the past would probably be incredibly tough, time consuming and very challenging. There again, on the flip side of the coin would it not be inspiring, stimulating and fantastically exciting?

We’ll Be There In Thirty Minutes

A Chief Executive leaves a meeting early. Instead of heading to a hotel for the night, they catch a last train home. An hour later they realise they need a car to meet them at the station in 35 minutes. They call their Executive Assistant, who phones the chauffeur provider, who says “sorry, we’re too busy”. Would the Chief Exec be impressed?

Now I’m not saying that all journeys are last minute but occasionally, a regular customer will need their chauffeur provider to pull out all the stops and make something special happen. It is how they earn their prestigious reputation, distinguish themselves from the competition and develop a trusting relationship. 

This week, a major International event took place in our local area. It is a one-off occasion lasting just a few days and admittedly, there is some high profile chauffeur work. However we don’t get involved because peak-demand from inexperienced organisers with passengers who are not regular traveller’s leads to misunderstandings. Silly mistakes occur when requesting vehicles. Details become confused and what appeared to be lucrative quickly becomes a high maintenance, low profit customer.

Sometimes it is tempting to make a quick buck. Nevertheless, that is not how any self-respecting chauffeur company builds a reputation. For us, we recognise the value a long-term customer places on our commitment to their needs. Being available when they need us most is critical. So if the phone rings last minute with a request to pick up the Chief Exec, what do you think we say?

Summer Cruising

In previous blogs, I mentioned the last two years had been tough going. Thankfully the last six months have been easier but on reflection, I felt older, slower, drained and if brutally honest, overweight (physically and mentally).

Realising I needed stimulation, a month ago I joined a business club and over the last week, I’ve met some of the members individually. It is good to say that growing new relationships, sharing ideas and discussing experiences has genuinely felt encouraging.

Simultaneously, time invested in social media has delivered a positive outlook in the last week. Joining discussion groups over the previous 18-months and discussing the chauffeur trade, has developed a wide network of new associates with huge potential to grow DrivenByQ.

This week has felt just like the good old days and given me a very different perspective. What if the last two years have simply been an intensive learning process? Better still, what if now is the time for a new dawn with a return to enjoyable and fun reasons to run a business? This week, I even dusted down my road bike, managed some cycling and was pleasantly surprised to find I am definitely not past it – not yet anyway!

A Different Breed

This branding thing is really getting to me. It’s crazy just how deep you have to go in order to understand your own company. What is your offering? Why it is different? Which customer would choose your service apart from anyone else’s? Isn’t one chauffeur company the same as another?

Let’s face it, if you get the basics right then everything else falls in to place. The customer simply wants a clean, comfortable car to arrive on time that will take them to their destination safely. Ideally, they would also like a pleasant, courteous driver who understands their needs and who can engage in some (intelligent) conversation if required.

In some ways, chauffeuring is all about upholding tradition - opening the door the right way, keeping the car smooth and being attentive to the passenger’s needs. We do all that! Everyone says we provide outstanding customer care as part of our service but I have to ask, does it make us different to anyone else?

It has taken time to understand what separates us from the crowd. I’ve come to the conclusion it is how we provide such outstanding service at such an average price. That means the remaining issue is how to make cloud computing, lean principles and intrinsic quality sound sexy or appealing to a customer?

Hi Ho Silver

Over the last six months we have been working with a branding specialist. His job has not been easy. His first meeting with us revealed big differences of opinion within our team. We managed to overcome this and met him again. The second time was almost productive until we found our core values were misaligned.

Every meeting we had raised more questions. Eventually it felt like a counselling session rather than a productive meeting. We didn’t make progress at the rate we expected and bigger uncertainties were becoming soul destroying. A brand identity looked ever further distant and increasingly confused.

This week, the branding specialist reported he could no longer work with us. He felt stifled and it was not constructive. I was disappointed. Then I was angry. Then I was determined to prove him wrong. Then an emotion I hadn’t felt for a long time appeared.

Now I’m not sure what that emotion really is but the first time I felt it was as a six year-old watching science-fiction on 1980’s TV. It’s hard to explain but suddenly, the emotional connection we couldn’t find is definitely here. Better still, what we need to do next is crystal clear and ridiculously sensible.

Making Progress

A month ago I wrote a blog asking whether or not now was a good time to start spending. With so much publicity at the moment pointing toward weak economic growth it is hard to judge. However, if we want to grow then we need to invest.

In April, we decided to start with some small expenditure. First on the list was replacing our ageing IT equipment and gladly we found some great deals available! We bought business machines for our Duty Manager’s along with some netbooks at a superb price and the spec was impressive too. It noticeably improved our productivity.

Next we looked at our online booking system and wanted maximum gain for minimum cost. The answer was to improve the mobile phone interface our driver’s use. We updated access permissions and menu options which delivered faster communication and improved the information drivers received.

The effect of this spending spree has not just reduced time for us but it has instilled a belief that we can improve other areas. In particular we are reviewing our marketing and questioning what effect that would have on sales?

Can You Feel It?

Ok, so we’ve developed a fantastic online booking system, we’ve got our own quality standards, we’re more efficient than any other supplier in the market place, we’ve got a great team of people, we’re incredibly competitive on cost and we communicate with the absolute minimum of resources. So why aren’t we gaining more business?

In the early years, we didn’t have a marketing budget or the technical resources we have today but, we gained business – and not just small accounts. Our client list contains an impressive number of multi-national companies who spend thousands with us every year. Somehow though, we lost something along the way and we struggled to understand what?

This week I had a passenger who had just visited a Toyota plant - I’ve digested all the books on their history, read how lean was introduced to them, I know the struggles they went through and I’ve consumed plenty of literature on how they developed their culture. Without doubt they are rated as one of, if not THE number one manufacturing company in the world. We follow lots of their management principles and operate as a lean company!

Then the penny dropped! Toyota is incredibly efficient at making cars and they have outstanding quality in the manufacturing processes but would I buy one? Well, no! The reason is I love cars but the issue is that Toyota doesn’t create an emotional connection with me as a brand! So why have we struggled to grow in the last couple of years? Simple – we remembered to tell people how good we are but we forgot to tell them just how passionate we are about doing what we do.

Throttle Control

If I’m honest the last couple of years have been a bit boring. The pressure has been huge and despite my best efforts it has felt like our company has stood still. Having less revenue and low profit is like having your hands tied. The focus turns to cash flow and bank balances rather than growth and prosperity - it becomes very academic and far too sensible.

Recently I’ve discussed whether or not it is the right time to start investing in maintaining our competitiveness. I suppose what I was actually doing is asking if now is the time to develop an appetite for risk? Is it time to stop managing the effect of a recession and instead start thinking about an upturn? After all, we’ve been on the up since the start of this year.

If so then, just the thought of growth and development gets me excited. It is just like starting the business all over again. I remember the early days when I innocently believed I could change the world with an idea or vision - just the enthusiasm alone was enough to win new customers and that enthusiasm was incredibly infectious!

Currently, I’m going right back to basics and questioning what was the key to our growth? Was it really just a pure belief? The big difference this time is that we have the experience to harness the raw hunger and sincere passion of that belief. We also have the technology, the resources and knowledge to make it all count.

Information, Position, Speed, Gear, Acceleration

So there I am, in a warm breeze, on a golden beach, under a perfect blue sky, staring at the Mediterranean Sea. Usually at times like this I ponder and isolate myself. Then in a moment of sensation there is an idea that changes everything.

A few weeks ago, I missed a blog because I took a week away in the sun. I expected the creative juices to flow but on this occasion it didn’t happen. Instead the break made me reflect on the fact that creativity is not our current solution.

The more I thought about where our business is, what is happening and what is at our disposal, the more I comprehended the need for belief, leadership and execution. So if the jigsaw pieces are all in front of us, surely all we need is the confidence to assemble the BIG picture?

On The Up

Since the start of this year our figures have improved. Not just slightly but quite considerably. That means we are generating revenue and it means we are revisiting the plans we placed on hold two years ago.

When the financial crises hit the headlines in September 2008 we were aware of the news and exercised caution but there was no visible effect on our turnover. We remained cautious in to 2009 but still there was no effect. We began to think we were immune and perhaps we should carry on regardless?

In April 2009 the impact of the recession struck. Bookings stopped and our drivers had time on their hands. We abruptly encountered a different situation. Our cash flow suffered, our profits disappeared and plans for growth were put on hold.

A veteran of two recessions offered me some advice. He simply said “Don’t spend a penny!” and with hindsight he was right. The danger now is holding that position for too long and I believe at some stage we have to start action for growth. With revenue increasing, the big question is, should we start spending?

Competitive Information Technology

Few people know it but Henry Ford picked up the idea for an assembly line from an abattoir. He simply took the principle of a disassembly line and reversed it. By implementing mechanisation and standard procedure in a process he achieved economies of scale. The system was known as mass manufacture.

When the Japanese decided to produce cars in large numbers, they took the principle of mass manufacture and questioned where waste could be removed. They call it ‘lean manufacturing’. They focus on the value adding part of a process and then set about removing everything else.

In previous blogs I have discussed a common theme of efficiency, innovation and strategy. I have written about transposing information; exploiting the power of databases; controlling costs and improving quality. All these equate to establishing and maintaining a competitive advantage but for me, at the very centre of these issues and the real key to success for a service company is how we collect, control and processes data. Just like Henry Ford’s production line there are huge advantages in developing standard procedure and automating processes. As in the Japanese principle too, if those processes are lean and efficient in adding value they deliver maximum benefit.

At the end of the day we have to be realistic and recognise most people can drive and many chauffeurs offer a quality service. However, what a large number of chauffeurs neglect is the streamlining and efficiency of their data acquisition and information processing. Further still the majority fail to facilitate remote processing of that data. For me this is critical! It is the key to achieving economies of scale, maintaining quality and reducing cost. After all, isn’t that what being in business is all about?

The Cloud - don’t download, don’t upload, just connect.

Let us say you work from home and gaze out the window. You notice a neighbour planning some ambitious DIY. They’ve hired a mini digger for some modifications to their garden. They unload the machine from a lorry and begin moving large amounts of earth. They feel confident with the controls until suddenly, they hit a power cable and take out the electricity supply. They kill your computer and paralyse your business.

Usually a Chauffeur starting up in business just needs a mobile phone and a diary. As their work level increases they might prefer a calendar system or a lap top. Either way they often need some kind of system to log journeys (and help with invoices). A bigger company could use a dedicated software system (loaded from a disk and run on a single computer in their office).

The problem is a computer requires someone to sit at the screen and enter or alter information. This increases overheads because the operator also needs heating, lighting, premises and insurance etc. One way we overcame the issue was to use remote desktop, logging in through the Internet but it only allowed one user at a time to connect. There was also a 20 minute upload cycle which meant a delay for customers viewing new bookings on their dedicated web page.

In 2008 we approached a software developer and asked them to build an online booking system which we could access and control from smart phones. In April 2009 it went live. Now all our customers, managers and drivers connect in real time with no delays. Today it is called cloud computing (it used to be cyber space). Best of all, the data is stored in a secure centre which has battery backup and diesel generators - just in case someone else hires a mini digger!

Invisible Back Room Costs

A one-man-band chauffeur company begins to grow and soon there are two full-time drivers and then three. The owner realises it takes time to organise: bookings, schedules, enquiries, alterations and other administrative tasks like filing receipts or sending invoices. So what management fee should they factor in?

I have spoken to people in the industry recently about administrative costs and commission charges. It’s a discussion I love because you find out just how efficiently other people manage their business. It is surprising how some don’t see the time it takes to manage, as a cost or an overhead.

One person proudly boasted “I pay drivers the same as I charge customers”. Little does he realise he is actually declaring himself a charity and a martyr. A 0% commission rate is not a prudent choice. On the flip side however, some companies charge up to 40% because they are so inefficient and have high overheads.

At DrivenByQ we have modernised, improved efficiency and automated processes. This lowers costs which reduces commission rates and increases driver pay. With good systems, motivated drivers and a quality service, is it any wonder our customers prefer to pay less for a whole lot more?

Tough Times

Recently I attended a network club with other business owners. There was a guest speaker who asked everyone ‘How’s things?’ and most people answered ‘very tough’. I can’t say I was surprised but I was grateful not to be in the same situation.

The truth is, two years ago we hit a brick wall. In April 2009, our revenue nose dived. We lost 65% of turnover that month and it didn’t really recover for almost a year. Looking back, 2009 was probably the toughest year of my entire life. We expected some reduction in demand but we never anticipated such a big hit. Companies closed down, some stopped travelling and others didn’t pay on time.

For the first time ever, our business used credit and our relationship with the bank became very important. The hours I worked ON the business increased and the hours I worked IN the business decreased. I adopted a different management style and dealt with situations with a text book, almost academic approach. My attention focussed on cash flow and bank balances before anything else. I even asked bad customers to find alternative suppliers.

Slowly things returned to normal. Each month of 2010 was profitable (although very volatile) and today we are busy and growing. We have lots of new ideas and we are preparing to spend and invest if this April proves reliable. I wonder how many other businesses can currently say the same?

Perfect Planning..

Following on from my previous blog theme of chauffeur driven car travel for celebrities or VIPs, I am going to share a few tricks of the trade. So, let us start at the beginning with the old adage ‘perfect planning prevents pathetically poor performance’. Research will often ease concerns and furnish a driver with valuable information so investigation before a job goes a long way.

Having a full list of contact telephone numbers is crucial. Calling a passenger’s agent and asking some quick questions is always a nice touch. Don’t forget to enquire how the driver should address the passenger - stage name, first name, surname or maybe their title? Asking if the passenger has unusual requests is useful too. We once encountered a well known Spanish Tenor who insisted the car was 28 degrees Celsius, even in the middle of summer!

If the passenger is arriving at a major event, it is essential to do a practice run the day before and talk to members of the security team if possible. Ensuring they recognise the driver or vehicle is a big help. In addition we often take two drivers and two cars if possible, having a plan B to fall back on is enormously practical. Working with security will often certify a parking space or alternative exit if required.

Finally, as a company we are never fully booked on the day of a big event! It is much better to sub work out to other people and leave cars floating in case of last minute emergencies. We also ensure a manager can be approached at last minute without anything to distract them. I can almost guarantee that is when a customer or organiser will need us most so that is when 'we are there for them'.

Who Did You Say?

In the last blog I wrote about celebrities and how they can trigger a chauffeur company to raise their game. One thing unmentioned was the pressure a driver can face. Just imagine it - some passengers are surrounded by significance. It is a very odd sensation when all the planning becomes reality and things can feel surreal. Meeting a distinguished individual for the first time can distract a chauffeur and undoubtedly impair their driving ability.

Over time I’ve recognised it is wise to utilize drivers who know nothing of a passenger’s fame or success. If a driver is unaware of status they do not become star-struck. However, they can become surprised at where they end up or who they meet. A classic example was one of our team who took a band to a recording studio. They liked him for being so natural and entertaining. They requested he transport them for another two days. On the last day, he called me from a seat in a very exclusive VIP lounge, situated back-stage at an incredibly popular national festival. He announced “Hey Ray, these boys are big you know – they have gone platinum”!

On the flip side, after meeting an A-list celebrity and managing unexpected developments, future events can be a breeze. I remember the time we waited to meet a well known Canadian singer and his band. They were coming from London on a private jet but got caught in traffic enroute to the airport. As the first person to find out I had the responsibility of calling the Producer and telling him. He wasn’t pleased. He had to reschedule national TV from that call! Arriving thirty minutes late meant the band missed an extra nine million viewers that night. I was just glad we didn’t cause the delay!

Apart from the tension attached to VIPs and celebrities, there is always a buzz or element of fun with anything showbiz related. There are some top tips to organising chauffeur travel for such occasions. Maybe I will share some next time?

The Famous VIP Treatment

At social events, mentioning the word Chauffeur as an occupation, is often met with the question “Have you ever met anyone famous”? For some reason, the word ‘Chauffeur’ relates to fame and celebrity, conjuring up all sorts of intrigue. Of course, the answer to the question is “yes” and each individual I recall is always with a story.

The first celebrity was a well-known 1980’s breakfast TV presenter (with a very distinctive laugh). She was travelling to London so I asked a driver with intricate knowledge of the area to work that day. His claim to fame is that she insisted he ate something and not only peeled a banana but fed it to him while he was driving.

Another time, a finance guru from America (who looked so confident on TV) had an attack of nerves before arriving at an event where he was due to give a presentation. The driver had to pass the entrance, park around the corner, calm him down, reassure him and then build him up before arriving a second time.

Over the years I have met lots of TV presenters and famous singers. Some have even needed to approach me and identify themselves because they have been so unrecognisable – especially if meeting them in a public place. Sometimes it is hard to spot a celebrity even when you are expecting them. Even more so if they have no make-up, or they are wearing a head scarf or have dark glasses - and for some reason they always look taller on TV!

The truth is, driving celebrities or publicly recognised individuals is the exception rather than the norm for us at DrivenByQ but it has challenged us to raise the game and question what we could do to keep VIPs comfortable. Over time this has been positive because we have recognised any special treatment should not be reserved for VIPs. If everyone is treated like a celebrity or a royal then what is the difference? Shouldn’t everyone get special treatment?

Tweet Tweet, Twitter Twitter

A couple of years ago I attended a conference where a guest speakers demonstrated Twitter. I wrote about it in a previous blog about social media but thought now was maybe a good time to revisit the subject and reflect on our experience.

We find Twitter fairly inadequate on its own. It really needs software like Tweetdeck to unlock its potential. These manage the layout of tweets and give real control over information, particularly if combined with powerful keyword searches. With Tweetdeck, Twitter becomes a fantastic tool in alerting us to subjects of interest which may change or develop quickly. The ash cloud of 2010 is a perfect example.

We have also found, combining Twitter and ‘Google Alerts’ on a smart phone facilitates an early response to customers who use social media. It delivers prompt awareness of topics involving our company name which might profit from a swift reply. There are other benefits to twitter as well, like alerting followers to competitions or promotions and we can direct people to news stories or information on the Internet.

Most of all though, we absolutely love flight alerts from Manchester Airport and encourage all our drivers to sign up for these - especially when one of our competitors still uses Teletext before leaving his house. We quietly chuckle when he complains “flights land early”! Like he says when he’s often late “How else was I supposed to know?”

Kisses All Round

The time is 19.24 as I arrive at an apartment block for 19.30. I’m booked to take four young ladies to a bar some 15 miles away. I send a text message saying ‘I'm outside’. Reply states “10 minutes, us girlies still getting ready”. “Ok, no rush” I respond. A quarter of an hour passes and the phone rings “We need a man, get inside!”

Usually, I stay with the car when meeting someone at their home address. It makes things easier and avoids potential delays. There is good reason for this logic because sometimes, if you leave the car, you never quite know where you will end up or what you will be asked to do!

I ascended the stairs and heard the reassuring cry “Don’t worry, we’ll get you out”. It sounded strange. I entered the apartment and the situation became clear. One of the ladies was in the bathroom with a locked door. The lock broke and now she was trapped inside. With a stud wall and outward opening aperture there was no opportunity of forcing the door! Everybody had tried to free the internal lock but it was definitely broken.

One of the girls rang a Fireman for advice but the door wasn’t moving. It left just one option and that was to go ‘through’ the door. Equipped with a small power drill and a saw, I began chain-drilling the panels. First the tie came off and then a top button had to be undone. I really wasn’t expecting this I thought! It was a long time since I’d called on my engineering skills but right now, I was on a mission and nothing could stop me (except the occasional muscle cramp).

Some 45 minutes later and with the final stroke of the saw, a rather large hole appeared. So too did the relieved young lady inside. At that moment, I became a hero and cheers could be heard all around. The girls then remembered they were late and within a flash I was back to being their chauffeur. I did however receive four kisses on the cheek at the destination and the crowd outside the bar looked very surprised!

Maybe they thought I was a lucky guy?

It’s The Culture That Is Different

It never ceases to amaze me how people ask the strangest things. Last year I met a Businessman at the airport and shortly after, he made a phone call then turned to me and said “Take me to the Circus”. I said “Ok” and proceeded with his request. You just have to play it cool sometimes and go with the flow.

On other occasions, I get asked about things that seem usual but if the passenger is not from the UK it could in fact be very unusual. Take for example a Japanese couple on a tour of north Wales visiting the castles. As we drove along we passed a low-loader carrying a static caravan.

The husband tapped me on the shoulder and asked in a stern but inquisitive voice “What… what is this”? Slightly confused and hoping I gave the right answer, I replied “Caravan”. The passenger also looked confused but proceeded “What for”? After a few seconds of thinking time I responded “Second home”.

Now, for anyone who has travelled along the A55 in north Wales will know, there are many caravan parks. This delighted my passengers because every time we passed one they declared proudly “SECOND HOME! SECOND HOME” and snapped pictures on their digital camera while giggling to themselves. No doubt all their friends in Japan also know - mostly because they filled two memory cards full of them!

It’s All About People

Usually I post my blog on a Friday but last week I was on the motorway when a car crashed in front of me. I pulled over to help. My passenger jumped out too and we both ran back to the battered car embedded in a crash barrier. Its driver was semi-conscious and in pain.

It is nearly ten years since I began driving for a living and I have met some people in that time! The work has changed since the early days of inebriated passengers on a Saturday night but I still remember meeting someone in the first weeks of doing the job. He was going out for his daughter’s birthday but told me she had died two years earlier. He opened up and said he could not sit at home and be upset. He preferred to go out and celebrate the short time he’d had with her. I found that hard to comprehend. If you have never been in that situation though, how could anybody understand his thoughts, feelings or emotions?

A lot of people think that a driver’s job is to just to drive but it is so much more! It is to take care of passengers and the people you meet in life. Now I drive for business customers but find individuals are mostly the same – they all have something going on in their life and they all have emotions that make them human.

As for the injured driver last Friday, we stayed with him and reassured him until paramedics and fire crews arrived. We watched them cut the roof off his car but gladly, I have heard today that he survived and is on the mend. What a relief!

The Chauffeur Blog

In the first few years of developing my Chauffeur business it was hard going, especially when I used to do all the administration work. Over time however, I’ve found good people to work with; attracted the right customers; built solid administration systems; employed robust technology and things have fallen in to place.

I started letting go of key responsibilities and a team dynamic has developed. For me, delegating is great as first of all you get to see other people grow, secondly it adds redundancy within the business and then finally it provides time to do other things like write a Chauffeur blog.

Over the last few months I’ve written about delegating, technology, time-out, new ideas and lots of things involved with building a business. I suppose the thing is, now I’ve written about the boring stuff, I should start writing about the more interesting part of the job – such as the people.

As a Chauffeur I’ve met people from every corner of the globe such as A-list celebrities, Government Advisors, Millionaires, TV personalities, Managing Directors, Chief Executives, Lap Dancers, Cosmetic Surgeons, famous Musicians, Engineers, Futurologists, Specialists, War Veteran’s and many more. Maybe now it is time to blog about their journeys?

Take a Break – Create a Corvette!

In 1927 Alfred P Sloan asked Harley Earl to be the head of ‘The Art and Colour Section’ at General Motors. Earl liked to work from an office called the ‘Hatchery’. It had no phone, blacked out windows and a made-up title on the door. This was so he could work undisturbed. Sloan defended him because his styling sold cars. Harley Earl later designed and introduced the Chevrolet Corvette in 1953 and although the car has evolved to a sixth generation, it is still in production today.

Some days I go to meetings, some days I sit at the computer and other days I’m out driving. Pretty much all the time, I’m doing something involved with our business. Eventually though, you learn working too hard can become unproductive. There is a fine line where being too close and too involved can influence your judgement as a Manager.

The story of Harley Earl is important because it shows what the benefits of undisturbed thinking time can achieve. Recognizing the importance of stepping away from things is a must for keeping a clear perspective so that focus is balanced and well placed. It helps clear the mind and generate new ideas that can take a business way ahead of its competitors just like Alfred P Sloan and Harley Earl proved.

However unlike Harley Earl, I find the best thoughts often come just after I’ve been freezing cold, soaking wet and hammering through a forest on a light-weight mountain bike! Where do you get yours?

The Chauffeur Team

The phone bleeps with an email. The message reads “Heads up, big meeting arranged, lots of cars needed next Monday”. The reply goes back “Ok, no problem”.

In my last blog, I wrote about the importance of trusting people when growing a business. The truth is if you want to approach bigger customers, you must have the resources to service their demands and satisfy their needs. Having the right drivers and vehicles goes a long way but also having a team who are informed and motivated establishes customer belief - it instills real security!

In the last few years we have arranged chauffeur services for conferences, special events and World Manager’s meetings. Our corporate clients suddenly realise just how large our network is, how resourceful we can be and how extensive a range of vehicles we can provide! Big events demonstrate our team delivers. Sometimes, it is the first occasion a customer really puts us to the test and it is often a time when they are under pressure themselves.

It can take years to gain customer loyalty but we can almost guarantee it takes just one big event for our customers to trust us implicitly. Just think of the Executive Assistant receiving an email saying “the CEO is flying over”. Do they stress out and worry or simply send an email to their trusted chauffeur team?

Risky Business!

It is midnight. The stranger stood beside me says work is busy. I spot the blood shot eyes and the edgy behaviour. The caffeine loaded body chatting away, unable to stand still! We wait in the airport for a flight to arrive. A conversation develops. The owner-driver admits working flat-out since 4am once again!

I remember starting out. It was expensive to give jobs away. It hurt the cash flow. You quickly learn how competitive some drivers are too. They will give their card to your passengers in a bid for work. To avoid using them, there is always the temptation to work more hours. Stay out on the road and never come home. Too easily you can neglect family, strain relationships and destroy what you are working for!

In the Chauffeur industry, there comes a time when you have to make a decision to cling on to what you have or decide to grow. You have to believe customers will stay loyal when you ask them to travel with another driver. For most one-man-bands who take the leap-of-faith, this will test their character, strength and courage.

Over time, I have learnt to place trust in people. To succeed, you have to rise above the pressure of the industry. You have to see the bigger picture and have faith - the support offered by your team will deliver far greater benefit to your customer than you ever did as an individual. There again, would a corporate client really risk the welfare of their employees by using a mad busy one-man-band (no matter how dedicated)?

The Cold Hard Facts

A Business Consultant with vast experience once advised me, anyone can analyse their business in simple steps. "First, learn to measure information. Then you can record it. Then you can analyse!"

In our chauffeur company we transport people from A to B so often it is easy to assume figures, costs and analysis. When DrivenByQ first interrogated the database though, what we found was startling. Not only did we see how many airport trips were completed each month but also the passenger occupancy rate, driver turnover, driver hours, customer spend, cash turnover, account turnover, in fact everything!

We recognized people carriers were expensive to operate and unnecessary for most journeys. We identified trends and income streams then used the data in seasonal promotions or for purchasing vehicles. The analysis enabled DrivenByQ to view an important issue clearly and easily – Profitability!

The database also condensed the time-intensive, non value-adding chore of invoicing. The time dropped from one hour to just three minutes for each invoice. We saved so much time and money it was astonishing. At the end of the day though, does a customer really want to pay for anything except the journey?

Chinese Whispers Vs The Database

Have you ever played Chinese Whispers? A group of people pass a message from one to another. Somebody then says out loud the final interpretation of the original message. What started as “Tell Sarah the Fancy Dress Party is Friday but don’t wear anything scary because the theme is musical and pantomime characters” ends up as “Andrea is starring in a scary pantomime as a bus driver on Wednesday”.

On my seventh birthday my Dad bought me an Atari 400 computer with 16K of memory. This was a few years before the popular Sinclair ZX81 or the Commodore C64. Looking back it was probably one of the best things he did. To me it is second nature to pick up a computer or piece of technology and use it effectively. I‘ve used computers for years so understanding their capability and how they can solve problems is easy.

When we introduced online booking, we introduced a system where electronic data was received in a standard format. This helped enormously because we never had to transpose information again or re-invent the wheel by copying data that the customer had already created. Instead the information could flow freely from a web form to a database and all we had to do was add a price and a driver to complete the booking.

Databases are amazing. The advantages they bring are incredible. The power to search for records in an instant is mind blowing and their ability to organise information is outstanding. If you wanted to organise a conference for fifty people all travelling separately, how much faith would you really have in a one-man-band and his hand-written, scribbled diary? Especially when compared to a professional team who access central information created by the customer?

Right First Time

When Toyota visited Ford for the first time, they witnessed defects in the manufacturing process. Ford’s solution was a rework area at the end of a production line. They employed a team of people to fix reoccurring faults.

Toyota’s solution was to make things correctly and eliminate the rework area. They called it ‘right first time’ philosophy. Toyota used root cause analysis to trace a problem to its origin. They fixed the root problem and reoccurring errors disappeared. This improved quality, required less labour and reduced costs.

Now take a taxi office copying a customer's fax in to a booking system. The fax often has information missing and the taxi office lifts the phone to request missing data - just like rework! Our solution was to replace faxes with online booking forms. These only submit if all essential data is present! Customers realised it saved them time and improved quality.

When customers also realised DrivenByQ delivered these benefits at no extra costs, what do you think happened to the volume of our work?