Context
MPM Rent is one of the larger players in B2B fleet management and car rental in Indonesia, part of a conglomerate ecosystem. Large fleet, strong brand — but its commercial growth engine rested on the same segments and the same relationships year after year.
Challenge
Two problems we see often in fleet businesses, both present here:
- A group ecosystem that was not being worked systematically. Sitting inside a conglomerate is a structural advantage — if there is a commercial mechanism actively harvesting it. Without that mechanism, “group synergy” is just a line in the annual deck.
- The foreign-corporate segment (Japanese, Chinese, Korean) was untouched. This segment procures very differently — decision cycles, service standards, and relationships all have to be built another way. There was no team, no playbook, no pipeline.
Approach
- Mapped the conglomerate ecosystem as an internal market — entity list, fleet requirements, running contract cycles — then set account targets per quarter.
- Built a playbook for entering the Japanese, Chinese & Korean corporate segment — prospecting approach, proposal format, SLA standards, and a relationship management structure matched to each business culture’s expectations.
- Established a business development structure inside the commercial organisation — so growth in the new segment would not depend on one person, but become an organisational capability.
- Advisory deck for a 1,000-unit rental growth plan — commercial, operational, and financial feasibility, including an assessment of a shift toward an EV fleet, reported directly to the CEO.
Impact
Within a mandate that is still running:
- 137 units in new sales from the conglomerate ecosystem.
- 27 new customers in the Japanese, Chinese & Korean corporate segment — a segment that was previously zero.
- 118 units leased in that new segment.
- IDR 42 billion in revenue from opening the new market segment.
These figures come from an ongoing mandate; scope and period are stated in the metric context above.