Data, raw diamonds from which to extract added value
Companies that invest in data strategy today are those that can turn this raw material into a competitive advantage
data generated by the use of the company car represent diamonds in the rough: elements with high potential but still unrefined. Only through structured processes of cleaning, integration and advanced analysis is it possible to extract real value from them.
Companies that invest in data strategy, data governance and analytics tools are now the ones that can turn this raw material into measurable competitive advantage, improving operational and strategic decisions. This is precisely the point. Today's telematics companies, thanks in part to the furious pace of AI, could deliver dazzling services, but it is necessary that their main customers, the renters, are willing and able to invest in processes and people. And that downstream, end customers are willing to commercially recognise these efforts.
A recent survey by Aniasa's digital division highlights how data is now considered a strategic asset for rental companies. However, a number of structural criticalities are emerging that are slowing down the sector's data-driven evolution. These include the complexity of managing increasingly large volumes of information, the difficulty of normalising data from heterogeneous environments, the restrictions imposed by car manufacturers on access to vehicle-generated information, and the growing regulatory implications in terms of privacy and data processing.
As for the data most valued by operators today, the focus remains on parameters that are mainly functional to fleet management: mileage, fuel level, ECU diagnostic alerts, GPS location, crash detection and vehicle maintenance. In the EV (electric vehicle) segment, indicators relating to battery health and recharging behaviour are also gaining in importance. The picture that emerges confirms that telematics is still mainly used for operational and control purposes, while advanced applications linked to predictive analytics and the development of high value-added digital services are still limited.
The tendering mechanism, unless it concerns routine activities, also represents an enemy to the innovation potentially produced by telematics. The best way to make telematics bear fruit is to have it 'creep' into processes in order to unearth inefficiencies: sometimes you have to upset the status quo!

