WHAT THE EMPTY RUNS COST - AIRPORT & HOTEL SHUTTLE
The timetable said go. Work out what that costs.
Put in what you know: how many vehicles you run, how many scheduled runs each makes, what share runs empty, and how many hours a day your office loses to being asked when the next one leaves. Everything updates as you type. Nothing you enter leaves your browser unless you choose to email yourself the result.
Only the ones actually running the timetable.
Scheduled, whether or not anybody was aboard.
350 is most of the year with a handful of closures.
Completely empty, not lightly loaded.
Be conservative. A published timetable is the product — most empty runs still have to go.
The contract rate or the fares a typical run collects.
Everyone who fields departure questions, part-time included.
Not their whole job — just the departure questions and the chasing.
Be conservative. Some of it will always need a person.
Wage plus benefits and payroll costs.
RECOVERABLE A YEAR
$113,346
The empty runs you said you could avoid, worth $78,246, plus the office time you said a system could take back, worth $35,100. Flight-delay rescheduling is left out, so if your work is arrival-heavy, read it as a floor.
EMPTY RUNS AVOIDED A YEAR
1,701
Out of 5,670 that ran empty, worth $78,246.
SCHEDULED RUNS A YEAR
31,500
At the vehicles and timetable you entered.
OFFICE HOURS LOST A YEAR
1,560
To status calls and chasing. The share you said a system could take back is worth $35,100.
WHAT THE YEAR IS MADE OF
$78,246
Empty runs avoided · 69%
$35,100
Office time a system could take back · 31%
YOUR NUMBERS, NOT OUR CLAIM. UNTIL YOU CHANGE AN INPUT THE FIGURES ARE AN EXAMPLE; AFTER THAT THEY ARE YOUR OWN INPUTS MULTIPLIED OUT. NOTHING HERE IS A GUARANTEE OF A RETURN. CHECK IT AGAINST YOUR OWN RECORDS BEFORE YOU BELIEVE IT.
WHERE THE STARTING NUMBERS COME FROM
They describe a typical local operator: ten vehicles, nine runs each, an 18% empty rate of which under a third is treated as reducible, and two people on the phones and dispatch who each lose three hours a day to status calls and chasing, three quarters of which a system could take back. The reducible share is deliberately low. A published timetable is the product - it is why a hotel lists you and why a guest waits instead of calling a cab - so most empty runs still have to go, and a model that assumed otherwise would be pricing the destruction of the thing you sell.
What it deliberately leaves out: flight-delay rescheduling. It is the most interesting problem in this segment and the hardest to price honestly, because the value depends on how much of your work meets arrivals instead of serving departures, and that varies by contract. If yours is arrival-heavy, read every figure here as a floor.
The industry page sets out the five problems these numbers come from, and what replaces each one.
THE PAGE THIS WAS BUILT FOR
INDUSTRY
Airport & Hotel Shuttle
Scheduled shuttles still run when nobody is waiting to ride.
Read the page →WHERE WE WOULD START
- Build & Run →
Put the systems in, and keep them running.
- Agent-Run Back Office →
We run the desk. You clear the exceptions.
- Team Enablement →
Make the team fluent.
Bring us one bad week.
Book a pilot call. Tell us where the week goes wrong, and we’ll tell you what an Operations Diagnostic would map and measure.
The first paid step has a clear scope and an end date, and the pilot after it is one workflow — not a platform, and not an open-ended retainer.
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