Analysis of the service operations of global taxis (Managing Service Operations Module)

Claire Ryan

Adina Whyte

Michael Ebbs

Patrick Sherry

Eoghan Boyle

• Target Market – Dublin city and greater Dublin area

• Depot – New Market Square,Dublin 8 (central)

• Also Tallaght Depot

1. Location

2. Telephone Operators

• Essential for Reputation

• Roster – minimum no. of calls abandoned

• Employees asked to learn script

3. Cars

• Divided into: Fleet Cars (Rented) Private Cars (Driver Owns)

• Must comply to standards set by the taxi regulator

• Secret Shopper Programme

• Around 2000 drivers

• Every driver that applies must have 1 year experience

4. Drivers

1. Car Maintenance

• Fleet Cars – Global taxis garage Private Cars – garage of choice

• Also deals with two 24/7 pick up trucks

2. GPS Systems

• Company supplies GPS system

• System will be upgraded shortly

3. Hailo App

• 820 cabs does not use the Hailo app

• Regarded as a competitor (Tesco vs Supervalu)

• In the process of reshaping the business to overcome this competition.

Location services

customer data

Professionalism

Accessibility

Efficiency

Feeling of safety

Non-Conformance: Errors made during the booking process.

Driver Errors: Wrong location, collecting the wrong passenger, etc.

Accounts: Trips are billed to the wrong account, wrong rates are charged.

Strengths

• Consistency Of Service

• Customer Service Quality

• Customer Loyalty

• Accountability

Weaknesses

• Outdated Technology

• Cost Structure

Opportunities

• Remote service provision

• Cost saving through remodelling

Threats

• Disruptive Technology (Taxi Apps)

• Changes in Regulation

• More comprehensive public transport

Support Facility Analysis

• Integral part of their service

• Helps deliver their core competencies

• Costly vs remote App Model

Expansion Plan

• Close one depot to reduce costs while maintaining core competencies

• Invest in new remote service technology to expand fleet without expanding cost base

Highlights gaps between the perspectives of management and their customers.

Our walkthrough audit can be

divided like so:

The booking experience: either via the app or the

call centre.

The journey: comfort, speed, driver manner.

The after-journey experience:

complaints, follow-up calls.

Management set high standards for staff attitude for both call centre

operators and drivers.

Training is provided for all staff when they begin their employment at

Global Taxis.

Call centre staff are constantly monitored and some are asked to re-enter the training programme if

needs be.

The app is currently out of date and slow.

When compared to the apps offered by companies like Hailo, it is unattractive

and difficult to navigate

Our comprehensive walk-through audit highlighted

two main areas of concern:

Staff attitude at peak times.

The app currently offered.