Q. How do you see the market for fuel card services evolving over the coming years in terms of partner programs?
A. I think you see most oil companies focus on what they’re good at...
A. We’re starting to see a lot of points of integration, whether that be with data or systems. Telematics devices provide a rich data set that can be utilized in a number of ways. Driver safety, are they using a seat belt? Optimized routes, are they going far out of their way to job sites? Vehicle efficiency, are they idling at jobs or accelerating harshly? These are just a few of the benefits of telematics data. But we’re also beginning to see more decisioning tied to both telematics and fuel card data. For example, in certain market segments, we have pioneered the ability to marry engine control module (ECM), telematics and mobile communications data with the fuel transaction, which enables us to efficiently deliver greater insight; more proactively drive certain behaviors and manage exceptions in real time; and provide better financial controls for the company. We can also leverage this technology as a fraud prevention measure. An example of this is how we are leveraging the integration of the vehicle device and fuel card data to measure real-time tank-level data against the fuel transaction, which allows us to identify a siphon or theft event instantaneously. Through this proactive monitoring, the company outlines their desired ‘trigger events’ and we send real-time notifications back to the fleet managers when any of those ‘triggered events’ occurs. We can also utilize this technology to decline a transaction before the authorization process, based on certain criteria established in the technology integration.
Senior Vice President and General Manager
A. I think you see most oil companies focus on what they’re good at...
A. I think you will get both. It’s going to take a lot of time to change to just one solution...
A. I think down the road everybody probably assumes that we end up in a cardless society...
A. No, not necessarily. It may be more of a partnership opportunity as they start to get more involved in other aspects of the business...
A. Vehicles will always need to be fueled...
A. In these regions, a lot of what we do is following our customers. We are fortunate enough to have a database of more than 300,000 customers...
A. We’re getting it more from the customers. If I manage a fleet and I have a presence in 15 different countries, I have a global fleet manager that oversees it all...
A. Obviously, a partner will have more presence than an individual customer. A fleet is just one entity, whereas a fleet management partner might have 20 or 30 accounts in a given region...
A. Fleet management was historically built on the foundation of data. The more data you had, and the more you could combine various data sources, the easier it was to gain insight into how your fleet is operating, allowing you to make better decisions...
A. The pace of change today is faster than it’s ever been, and yet slower than it ever will be from this point forward...
A. The single biggest mistake we see is to view parts of your fleet operation independent of each other...
A. There are many things, beyond the obvious, such as developing a written preparedness plan and training your employees to implement it so you protect your vehicles and equipment and identify which employees play essential roles during a disaster...
A. Arriving at work, Fran Fleetkeeper scans a large board with dots on a map. Some of the dots are green. Some are red...
A. Imagine waking up one day to no fuel, damaged roads, and unknown damage to your fleet of 500 vehicles. It’s the ultimate nightmare for a business with any exposure at all to mobility...
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