Q6. In the first paragraph of the case study, what is meant by turnover?

Turnover is used to mean the net value accrued by the company.

Q7. Why is it important for a business such as Enterprise Rent -A -Car to have aims?

The rental car market is constantly changing. Enterprise must have clear goals and a plan to meet those goals otherwise it is likely to be left behind by the competition.

Q8. What are SMART objectives?

It is not enough for a company to have vague, undefined goals. These objectives must be smart: SPECIFIC, MEASURABLE, ACHIEVABLE, RELEVANT, and TIMELY. In other words, it is not wise to have a goal to simply 'get better.' A better goal is to 'increase customer satisfaction ratings to excellent across the board on 99% of all surveys turned into Enterprise." Such a goal is also measurable by an instrument beyond subjective impressions of one's 'gut' instinct. Of course, the goals must be achievable, too (it is not realistic, for example, for a small and emerging company to set the goal of crushing its competition within a year). The goals must also be relevant to the likely success of the entity. The goals must also be time-bound, as having goals in the vague and distant future is almost as bad as having no goals at all.

Q9. Why does Enterprise Rent- A-Car offer Graduate Management Training Schemes?

Enterprise's Graduate Management Training Schemes offer a fast-track route to becoming an assistant manager for highly qualified candidates. This is a way to ensure that very loyal and committed workers remain within the organization. It incentivizes loyalty amongst such customers by providing them with swift rewards regarding greater pay and responsibility. This encourages all employees to strive for higher levels of excellence, as they...

One common source of frustration for employees is a lack of career advancement. Enterprise recognizes this and strives to combat high-quality employee's fears of stasis with this program.
Q10. How might the organizational structure for Enterprise Rent-A-Car have changed over time?

Over the course of its history, Enterprise has experienced vast and profound changes in terms of its size and scope. It began as a small 'mom and pop' organization operating out of the garage of its founder. Gradually, it expanded to encompass multiple operations and eventually attained international scope and size. This has required Enterprise to have a human resource department responsible for the recruitment and training of a workforce with diverse capabilities all over the world. There is also a need for Enterprise to regionally tailor its product offerings to suit the needs of different customers abroad. Within each market there are smaller market segments that have highly specific needs (business vs. tourists, for example). This demands further refinement of its internal governing structures. External changes in the market environment have also affected Enterprise. The explosion of online commerce and communication has required Enterprise to create a responsive IT department that is able to answer customer's needs and the needs of the organization to promote itself via online venues. Online booking of reservations demands a website that can support highly specific activities. The organization has spread out both horizontally and vertically over the years. Although Enterprise is still governed by a central philosophy and intelligence, in some ways it is not immediately recognizable in its current form when compared with the humble basement operation that was its origin.