Will Do.’ positioning statements and instilment of the company values across all entities and their respective teams.īehind the scenes there has been a lot happening. He’s quick to add what has happened however, is the application of the newly established Booth’s Group parent structure and the binding together of all companies under the new ‘Can Do. “We felt that Tomoana had a lot of brand equity, and we didn’t want to come along and start rebranding and changing things from that perspective,” Trevor explains.
#SYNERGY TRANSPORT SERIES#
He adds that they have since taken on a series of customer projects that have called on the whole range of services presented under the wider Booth’s Group umbrella.Īnd yes, Booth’s has done what it promised a year ago and intentionally kept the identities of the two companies separate. Prior to the acquisition we had a very limited crossover of customers, so it wasn’t as of we were buying a business that we already had customer relationships with,” Trevor says. “For us, a lot of the real exciting opportunities came with being able to further extend our customer base. Trevor explains that the tow companies were not strange bedfellows, as they’d worked alongside one another for a number of years and on various joint projects. This was a naturally attractive aspect of the acquisition, as well as Tomoana’s geographic and well-regarded establishment in the Hawke’s Bay. For Booth’s, it was an opportunity to expand the business into a more holistic service offering by adding Tomoana’s warehousing and container-focused services to Booth’s transport portfolio. In many ways the Booth’s acquisition of Tomoana was a no-brainier synergistic, as Trevor describes it. Coming up to a year down the line, we sat with Booth’s Group executive director Trevor Booth to find out how things are getting on. This is like limiting yourself to only use a single hotel chain for all your travels in the coming years, and disregarding all alternatives on Airbnb or October 31 2019, Booth’s Transport Ltd took ownership of Tomoana Warehousing Ltd in a move that had the New Zealand transport and logistics industry talking. One of the main reasons is that transport contracts are usually still old-fashioned bilateral agreements between a logistics service provider and a purchasing department of the shipping company. In the European international road transport industry for example, the average load factor fluctuates between 40 and 45%. Unfortunately, logistics is still far from efficient. Sharing is of special importance in the logistics industry, which is highly fragmented and produces a large share of the global CO2 footprint. As this generation now enters adulthood, most of the population has used platforms like Uber or Airbnb (or at least knows other users). Where Baby Boomers and Gen Xers may have been educated to compete until monopoly, millennials have an approach that focuses much more on sharing, openness and collaboration.