LEX AUTOLEASE: The jewel in the crown
Date:
17 December 2013
Acclaim
That strategy is also what won Lex acclaim within the Lloyds group, and found it firm favour with the parent company.
"Rick had introduced a strategy with his team that moved it from manage-for-value to invest-to-grow." Porter continues: "About 12 months ago, the main group board of Lloyds Banking Group made a very specific commitment that the business was effectively deemed a core operation of the group. In fact, one of the aspects about being regarding as a core activity is not just about financial performance, it's been about 'does what the business represents help Britain prosper?' It sounds a rather grand ambition, but nevertheless, that is absolutely where the group has been for the last 12 to 18 months.
"And as we've been rebuilding trust in the bank, it's not just about profit-generating business units, of which Lex Autolease happens to have been one, but it's about 'does it help contribute and make businesses in particular prosper?'"
Now that the firm has its affairs in order, it has made some decisions about the type of business it wants. Bearing in mind its size and status, large corporate contracts are obviously on the agenda, so the company has beefed up its IT systems accordingly to cope.
"The [large company] full-outsource option can be quite a challenging one to take on board because you're taking on a lot of vehicles, but it is actually a good opportunity for us. Rather than just running the fleets in a more conventional sense, it would be to take on the whole thing lock, stock and barrel, so to speak," says Porter.
"A lot of these companies effectively want us to white label the fleet management for them, so we need to make sure we have the right IT structures in place and the flexibility in our approach and our systems to support that, and not have to reinvest in our IT systems every time we win a big customer."
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