THE TOTAL ECONOMIC IMPACT™ OF GETT GROUND TRANSPORTATION MANAGEMENT PLATFORM 5 The Gett GTM Platform Customer Journey Drivers leading to the Gett GTM platform investment INTERVIEWEE’S ORGANIZATION To build the financial model used in this study, Forrester interviewed the decision - maker of an organization who had been using the Gett GTM platform for the past eight years. This organization is a non - profit , government institution based in the United Kingdom with an annual revenue of $150 million. It has 1,200 employees, who take, on average, 2,000 rides per year. The interv iewee is the organization’s h ead of procurement . KEY CHALLENGES Prior to investing in Gett, the organization’s ground transportation budget went largely unmanaged. It had limited visibility to understand why some of its employees were using taxis and where they were traveling to and from. There were no mandates or policies on what sort of transport ( e.g., ride hail, black taxis, private hire cabs, etc.) should be used depending on the reason for the journey or the seniori ty level within an organization. Employees had no choice but to use their provider of choice and had to follow outdated legacy workflows for planning, booking, and submitting expense claims. The interviewee noted how their organization struggled with commo n challenges, including: • Multiple suppliers and contracts without one central consolidated approach. The organization w as partnering with Gett and one another big supplier with which it had a central contract . H owever , it was not mandated to prioritize par tners over other vendors. Employees were using whatever was convenient for them at the time . • Low enforcement of company policy travels. There were no clear guidelines and policies on what procedures employees should follow when they book ground transportat ion. Unlike the hotel or airplane bookings, employees could easily select premium executive rides even if their reason or level within the organization didn’t allow them to do so. • Wasted time on inefficient back - office operations and claims expense submis sions. Without an automated process of submitting and processing expense claims, its finance and accounting teams , as well as other employees , spent a significant amount of time on manual, low - value work. GETT D EPLOYMENT By deploying Gett's ground transp ortation management platform , the organization hoped to streamline its ground travel expense management processes and consolidate different suppliers into one experience , without compromising on convenience or safety for employees. Company overview • Government , non - profit institution • $ 150 million in annual revenue • 1,200 employees • 2,000 rides per year