Browsing by Author "Singh, Arshdeep"

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Business Development Strategy for Enterprise Holding Inc.
(Swansea University, 2024-02-27) Al Abdullah, Sultan; Al Ojaimi, Abdulmohsen; Al Mutawa, Bader; Al Malki, Hussam; El Sayed, Ahmed Tarek; Singh, Arshdeep; Thomas, Roderick
This report provides a clear analysis and understanding of various strategies that Enterprise Holdings Inc. (EHI) could implement when entering the Asian market, as well as a detailed overview of the Asian car rental industry. Despite its global reach, EHI’s lack of presence in the Asian market presents a major missed opportunity for the company in the foreign market. The main aim of this report is to assess EHI’s business model and create a market penetration strategy to help the company position itself for the long term, as well as capitalise on opportunities, in the Asian market. To fulfil the project aim, five milestones were constructed, focusing on studying the three largest car rental markets in Asia and determining which is the most suitable for EHI to enter. The milestones also encompassed macroenvironmental, industrial, and organisational analyses to determine the key external factors that could affect EHI when entering the Asian market. The last objective, which is the most crucial, concerned identifying the most suitable market penetration/positioning strategy for EHI. This report was realised with mainly secondary data resources, and both quantitative and qualitative data analyses were conducted. Quantitative data was mainly used for a market analysis of the Asian car rental market, while qualitative data was used for PESTLE, Porter’s five forces, competitor comparative, and SWOT analyses. The main findings indicate that the Chinese car rental market is the most suitable market for EHI to enter since it currently holds the highest market share in Asia and has achieved the highest recovery rate from the COVID-19 pandemic. Other favourable factors of the Chinese market include increasing tourism and cheap passenger car prices. The findings also indicate that the best market penetration and positioning strategy for EHI to adopt is partial acquisition with a cost-focused approach, as it evens out the risks and rewards when acquiring a foreign company while keeping the focus on offering electric vehicles to consumers in the long term.
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Operations and Logistics of Running a Car Club in Newport, UK
(Swansea University, 2024-09-26) Al-Freh, Mohammed; Alomani ,Mubarak; Alqhtani , Abdulmanim Aloosh F; Ravichandra, Anand; Saud S, Alhasyani Sulaiman; Almazyad , Faisal Fawaz A; Rao, Uday Kumar; Alrashed ,Abdulaziz Mohammed S; Singh, Arshdeep; Edwards, Ms CJ
This project is cantered around a strategic opportunity to launch a new car club in Newport, with the aim of enhancing mobility solutions while expanding Enterprise Car Club’s market reach. The proposal evaluates Newport's unique geographic, demographic, and infrastructural characteristics to determine how a car-sharing service can successfully integrate into the city's existing transport ecosystem. By examining population density, transportation networks, and local household dynamics, the project identifies the most suitable strategies for introducing a sustainable, customer-centric car club. The purpose of the proposal is to address the untapped potential for car-sharing services in Newport, where 23% of households lack car ownership and demand for flexible, cost-effective mobility solutions is growing, this finding can be seen in section 5.1.3. Through detailed analysis of the city's urban layout and demographic profile, the project aims to develop tailored recommendations that align Enterprise Car Club’s services with the specific needs of Newport’s residents. The analysis revealed that Newport’s well-established transport links, such as the M4 motorway and local bus services, make it a strategic location for a car club launch. However, the current car club distribution is concentrated in the southeast, leaving significant gaps in the northern and western parts of the city. Additionally, Newport’s household income is slightly below the national average, signalling the need for affordable pricing structures to make the service accessible to a broad range of users. Key recommendations include expanding the car club service to underserved regions of the city, particularly the north and west, to ensure equitable access. Furthermore, targeted marketing campaigns should focus on the 23% of households without a car, while offering tiered membership plans that cater to cost-sensitive users and larger families. To optimise vehicle availability, the use of traffic data is recommended to better position vehicles in high-demand areas during peak times. Finally, integrating car club locations with public transportation hubs will enhance accessibility, ensuring the service is well-aligned with the city’s overall mobility network. This proposal outlines a comprehensive strategy for the successful launch and operation of a car club in Newport, positioning Enterprise Car Club to capture a significant share of the city’s growing demand for urban mobility solutions.
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Operations and Logistics of Running a Car Club in Newport, UK
(Swansea University, 2024-09-26) Al-Freh, Mohammed; Alomani, Mubarak; Alqhtani , Abdulmanim Aloosh F; Ravichandra, Anand; Alhasyani , Sulaiman Saud S; Almazyad, Faisal Fawaz A; Kumar Rao, Uday; Alrashed , Abdulaziz Mohammed S; Singh, Arshdeep; Edwards, CJ
This project is cantered around a strategic opportunity to launch a new car club in Newport, with the aim of enhancing mobility solutions while expanding Enterprise Car Club’s market reach. The proposal evaluates Newport's unique geographic, demographic, and infrastructural characteristics to determine how a car-sharing service can successfully integrate into the city's existing transport ecosystem. By examining population density, transportation networks, and local household dynamics, the project identifies the most suitable strategies for introducing a sustainable, customer-centric car club. The purpose of the proposal is to address the untapped potential for car-sharing services in Newport, where 23% of households lack car ownership and demand for flexible, cost-effective mobility solutions is growing, this finding can be seen in section 5.1.3. Through detailed analysis of the city's urban layout and demographic profile, the project aims to develop tailored recommendations that align Enterprise Car Club’s services with the specific needs of Newport’s residents. The analysis revealed that Newport’s well-established transport links, such as the M4 motorway and local bus services, make it a strategic location for a car club launch. However, the current car club distribution is concentrated in the southeast, leaving significant gaps in the northern and western parts of the city. Additionally, Newport’s household income is slightly below the national average, signalling the need for affordable pricing structures to make the service accessible to a broad range of users. Key recommendations include expanding the car club service to underserved regions of the city, particularly the north and west, to ensure equitable access. Furthermore, targeted marketing campaigns should focus on the 23% of households without a car, while offering tiered membership plans that cater to cost-sensitive users and larger families. To optimise vehicle availability, the use of traffic data is recommended to better position vehicles in high-demand areas during peak times. Finally, integrating car club locations with public transportation hubs will enhance accessibility, ensuring the service is well-aligned with the city’s overall mobility network. This proposal outlines a comprehensive strategy for the successful launch and operation of a car club in Newport, positioning Enterprise Car Club to capture a significant share of the city’s growing demand for urban mobility solutions.
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