Originally Posted by Dom182

My Fiance worked there in the 90's, then I began in 2000. There were major differences in growth potential. The management of the 90's had replacement sown up tight. With that came a more laid back approach. I'm not saying completely laid back. Then 2000 hit and it was already begining to turn. After 9/11 rental turned. All of the other companies who were just getting into replacement started a hard push when they realized the airport market could no longer be counted on. The moved into replacement with force, offering ridiculous deals to shops to get their business. I've seen no end to remarks on this site about ERAC bribeing shops and dealers with everything from donuts, commissions, and free rentals for the owners. This is nothing compared to the blitz Hertz went on. We started getting requests from shops for a luxury SUV to keep their business since that is what Hertz offered them. At first it was blown off to a degree. Management figured there was no way that kind of accomodation could last. I don't think they realized the commitment Herts had for getting into this market. When they did realize the danger they went into panic mode and instead of working with their managers and shops to try to build business again based on service value they went apeshit on them demanding the previous levels or there would be "consequences". ERAC has turned on their employees seemingly forgetting their value. Many groups have eliminated flex time for managers and assistants due to staffing shortages. Then they rail on them for growth and hound them for ESQi. This in turn pisses them off and creates a trickle down affect to the MT's ensuring a higher turnover. Then instead of building staff at the existing offices to enhance service they started opening additional branches everywhere to try and saturate the market around Hertz, increase visibility and reduce pickuptimes. Unfortunately they did not have the staff to accomplish anything of the sort. ESQi suffered and as a consequence they lost even more business. Managers lost money and became more pissed off and started quitting in droves. Many with ERAC will tout about their growth and it has been substantial. But this is due to the expansion in the number of drivers on the road. If you look at it from the market share point of view ERAC has lost substantial ground to not only Hertz but also Avis. It seems this decade is going to be the decade of desperation and it will continue to be so until ERAC realizes it's most valuable resource is it's people. That playing lip service to their value is not the same as believing in their value. When you promote the best salesman but not the best leader you get top heavy in people that think only of themselves and how you can help them move ahead. These people are generally not great trainers nor are they the best motivators. They do not truly see the value in their employees because in their eyes their only true value is what they can dou for them. Why do I rant like this. I was a manager who's branch had excellent numbers in my group, $120-$140 pack, $1150 net, $200+ op, 84+ ESQi consistently, and had 100% retention, and have promoted 6 employees who ended up as managers. I am a good leader, this is proved by my success in developing staff for promotion and my lifetime retention statistic of 90+ retention. I was a good manager. Every one of my branches excelled in OP and ESQi. I was a good motivator ie retention and sales. Why was I not promoted to ARM. Because my personal sales were only average, that was nail one. I had problems with my ARM, so did averyone else in my area, nail 2. Finally I defended my employees mercilessly, nail 3.