(HTZ) Hertz Global Holdings, Inc. Business Model Canvas Research |
Fully Editable: Tailor To Your Needs In Excel Or Sheets
Professional Design: Trusted, Industry-Standard Templates
Investor-Approved Valuation Models
MAC/PC Compatible, Fully Unlocked
No Expertise Is Needed; Easy To Follow
(HTZ) Hertz Global Holdings, Inc. Complete Analysis Pack
Hertz Business Model Canvas: The Full Strategic Blueprint
Unlock the full strategic blueprint behind Hertz Global Holdings, Inc.'s business model. This concise Business Model Canvas shows how Hertz creates value through its rental fleet, airport locations, and partnerships while balancing high operating costs and cyclical demand. Perfect for investors, analysts, and strategists looking for a clear, actionable view—get the full version to dive deeper.
Partnerships
OEM fleet suppliers
Hertz Global Holdings, Inc. depends on OEM fleet suppliers to keep rental cars flowing: in FY2025, its fleet was about 500,000 vehicles, and suppliers help shape model mix and replacement timing. That link matters across the Americas and International segments, where fleet availability directly supports revenue of about $9.1 billion in 2025.
Airport authorities
Airport authorities give Hertz Global Holdings, Inc. access to counters and lots at high-traffic hubs, which is where many business and leisure renters start. These concessions matter because airport channels typically drive the highest daily demand and help Hertz compete where travelers make fast, same-day booking choices.
Franchise and license operators
Hertz Global Holdings, Inc. uses wholly owned, licensed, and franchised sites worldwide, with 3 core brands, Hertz, Dollar, and Thrifty, helping local operators extend reach without Hertz funding every outlet. This asset-light setup supports faster scale across countries while keeping capital needs lower.
Travel distribution partners
Travel distribution partners matter because online travel agencies, global distribution systems, and booking platforms send demand into airline, hotel, and trip-planning flows, lifting reach for Hertz, Dollar, and Thrifty. Hertz Global Holdings generated about $9.0 billion of revenue in 2024, so even small booking-share gains can move a large base.
- OTAs widen airport demand.
- GDS links airline and hotel channels.
- Booking sites boost brand visibility.
Vehicle remarketing partners
Used-vehicle dealers, auctions, and digital sales channels help Hertz Global Holdings, Inc. turn retired fleet vehicles into cash, which supports fleet rotation and recovers residual value. This matters because Hertz also sells vehicles directly, so remarketing is a core part of its revenue flow and inventory cycle.
- Turns retired fleet assets into cash
- Supports vehicle sales activity
- Helps recover residual value
Hertz’s Fleet Machine Depends on OEMs, Airports, and Auctions
Hertz Global Holdings, Inc. leans on OEMs, airport operators, and remarketing partners to keep its fleet turning and cash flowing. In FY2025, fleet was about 500,000 vehicles and revenue was about $9.1 billion, so partner access and vehicle supply directly shape scale and margin.
| Partner | FY2025 link |
|---|---|
| OEMs | ~500,000 fleet |
| Airports | High-traffic access |
| Auctions | Retired-vehicle cash |
What is included in the product
Detailed Word Document
A concise, real-world Business Model Canvas showing how Hertz creates value across rentals, fleet, channels, and customer segments.
Customizable Excel Spreadsheet
Quickly clarifies Hertz’s business model pain points in one editable, boardroom-ready snapshot.
Reference Sources
Provides a trusted source trail for Hertz Global Holdings, Inc., helping users verify key assumptions quickly and make better decisions.
Activities
Fleet acquisition and rotation
Hertz Global Holdings, Inc. buys, leases, and rotates a fleet of about 500,000 vehicles to keep cars on rent and age in check. Fleet management ties supply to demand, and the 2024 fleet cost base of billions of dollars makes utilization and refresh timing a direct driver of capacity and margin.
Rental operations and checkout
Hertz Global Holdings, Inc. runs rental operations through airport and local branches, with reservations, pickup, return, and customer support all tied to fast checkout. Smooth execution across its 2 primary divisions matters because every delayed handoff can hit utilization, fleet turn, and customer satisfaction.
Vehicle maintenance and cleaning
Hertz Global Holdings, Inc. keeps vehicles safe and rent-ready by inspecting, cleaning, repairing, and staging them between trips. This work cuts downtime and lifts fleet utilization, which matters in a business that handled 2024 revenue of $9.4 billion and depends on high turn rates to protect uptime and customer satisfaction.
Vehicle sales and remarketing
Hertz Global Holdings, Inc. uses vehicle sales and remarketing to turn retired rental cars into cash and clear space for newer fleet units; this is a material part of the model beyond rentals. In 2025, the Company managed a fleet of about 500,000 vehicles, so resale prices and fleet exits directly affected cash flow and depreciation.
- Turns used cars into cash
- Frees room for newer fleet
- Helps offset depreciation
Brand and channel management
Hertz Global Holdings, Inc. manages 5 rental brands—Hertz, Dollar, Thrifty, Firefly, and Hertz 24/7—so each can serve a different price point and service level. It also ties together airport and off-airport sites, online booking, and partner channels to keep demand flowing across the network.
- 5 brands, clear tiering
- Physical, digital, partner channels
- Protects price and service separation
Hertz’s 500K-Vehicle Fleet Drives Cash Flow and Rent-Ready Supply
Hertz Global Holdings, Inc. focuses on fleet sourcing, rotation, and upkeep so cars stay rent-ready and age stays controlled. In 2025, the Company managed about 500,000 vehicles, so buying, refreshing, and exiting fleet units stayed central to supply and cash flow.
| Key activity | 2025 data |
|---|---|
| Fleet management | About 500,000 vehicles |
| Vehicle remarketing | Used cars sold to recycle cash |
| Branch operations | Airport and local rental flow |
Full Version Awaits
Business Model Canvas
This Hertz Global Holdings, Inc. Business Model Canvas preview is the exact document you’ll receive after purchase. It’s not a sample or mockup—what you see here is a direct preview of the final file. Once you complete your order, you’ll unlock the same professionally formatted document, ready to download, edit, and use.
Resources
Global rental fleet
In 2025, Hertz Global Holdings, Inc. relied on a rental fleet of more than 500,000 vehicles as its core productive asset, supporting daily rentals, long-term rentals, and vehicle sales. Fleet availability and turn rate directly set revenue capacity, so every added car in service can lift rental days, while idle units cut cash flow.
Worldwide location network
Hertz Global Holdings, Inc. runs a worldwide location network through wholly owned, licensed, and franchised sites, giving it reach across the United States, Canada, Latin America, the Caribbean, Europe, Africa, the Middle East, Asia, Australia, and New Zealand. In 2025, its network covered more than 11,000 locations, which helps the Company serve travelers and fleet customers in both major hubs and local markets.
Multi-brand portfolio
Hertz Global Holdings, Inc. runs a 5-brand portfolio: Hertz, Dollar, Thrifty, Firefly, and Hertz 24/7. That lets it serve premium, value, and mobility use cases with one asset base, so the brands can match different price points and trip needs without blurring the offer.
Reservation and operating systems
Hertz Global Holdings, Inc. relies on digital booking, fleet management, and pricing systems to keep reservations, revenue management, and customer service aligned across its network. These tools matter because Hertz manages a large rental fleet and a wide location base, so small gains in uptime and pricing speed can lift utilization and margin.
- Digital booking drives reservation flow.
- Fleet systems track vehicle use.
- Pricing systems support yield control.
- Technology improves service speed.
Customer data and loyalty base
Repeat renters and corporate accounts are core intangible assets for Hertz Global Holdings, Inc.; customer data lets the Company target offers, tune pricing, and personalize service, which supports repeat demand. In 2025, that mattered in a business with about $8.8 billion of revenue and a fleet model where loyalty can turn a one-time rental into a recurring customer.
- Repeat renters lift retention.
- Corporate accounts add steadier demand.
- Data improves offers and pricing.
Hertz’s 2025 Fleet, Scale, and Brands Drive Market Power
Hertz Global Holdings, Inc.'s key resources in 2025 were its 500,000-plus vehicle fleet, 11,000-plus locations, and 5-brand mix across Hertz, Dollar, Thrifty, Firefly, and Hertz 24/7. Together, they drive rental volume, pricing power, and market reach.
| Key resource | 2025 data |
|---|---|
| Fleet | 500,000+ |
| Locations | 11,000+ |
| Brands | 5 |
Value Propositions
Global car rental access
Hertz gives travelers global car rental access across major regions, with service in more than 150 countries and about 11,000 rental locations, including airports and local markets. That reach matters when a trip needs fast, reliable mobility, because customers can pick up a car where they land or where they stay.
Multiple brand price tiers
Hertz Global Holdings, Inc. uses three clear tiers: Hertz for premium trips, Dollar for low-cost rentals, and Thrifty for value seekers. With about 11,000 locations worldwide, the portfolio lets customers match price and service to business, leisure, or budget travel needs.
Airport and local convenience
Hertz places vehicles where demand is strongest, with about 11,000 rental locations worldwide, so travelers can pick up cars at airports for business and leisure trips or use neighborhood sites for local errands. In rental cars, convenience is a top buy driver, and this airport-plus-local network cuts search time and pickup friction.
Rental, sales, and mobility options
Hertz Global Holdings, Inc. goes beyond short-term rentals by selling used vehicles and running Hertz 24/7 in international markets, so the value offer covers rental, ownership, and shared mobility in one brand. That broader model helps Hertz serve more trip types and extend each vehicle’s life cycle.
- Rental, sales, and car-sharing in one platform
- Reuses fleet assets after rental service
- Reaches customers beyond daily rentals
Trusted legacy brand since 1918
Hertz Global Holdings, Inc. has operated since 1918 and is headquartered in Estero, Florida, giving it 107 years of brand history in 2025. That long track record helps build recognition and trust in a high-stakes travel purchase where customers often choose familiar names fast.
- Founded in 1918
- Headquartered in Estero, Florida
- 107 years of legacy in 2025
- Supports trust-driven travel demand
Hertz: Global Reach, Fast Access, and Flexible Mobility Choices
Hertz Global Holdings, Inc. wins on reach, speed, and choice: about 11,000 rental locations across more than 150 countries let travelers grab a car at airports or in local markets fast. Its Hertz, Dollar, and Thrifty brands cover premium to low-cost demand, while used-car sales and Hertz 24/7 extend value beyond daily rentals.
| Value proposition | Proof |
|---|---|
| Global access | 11,000 locations |
| Brand fit | 3 tiers |
| Broader use | Rental, sales, car-sharing |
Customer Relationships
Self-service digital booking
Self-service digital booking lets customers search, reserve, and manage rentals online, cutting counter time and lowering service costs. Hertz Global Holdings, Inc. serves customers through a network of 11,000+ locations in about 160 countries, so faster digital flow matters at scale.
Loyalty and repeat-renter focus
Hertz Global Holdings, Inc. ties loyalty to repeat renters with Hertz Gold Plus Rewards and account features that speed check-in, billing, and upgrades. In rental cars, frequent travelers drive return bookings, so these tools help keep brand preference high and protect revenue from one-off shoppers.
Corporate account management
In 2025, Hertz Global Holdings, Inc. kept corporate account management focused on contract rates and centralized billing for business travelers and fleet users. This account-based service is more personal than retail rentals, because one account team can manage pricing, invoicing, and recurring bookings across a company’s travel needs.
Branch and call-center support
Branch and call-center support still matters at Hertz Global Holdings, Inc. because some renters need in-person help or a live agent for pickup, returns, upgrades, and fast issue resolution. That human touch protects service recovery and keeps operations moving when digital self-service is not enough.
- In-person help for complex rentals
- Phone support for urgent issues
- Supports recovery and continuity
Roadside and claims support
Roadside and claims support help Hertz Global Holdings, Inc. customers handle breakdowns, accidents, and rental issues fast, so travel disruptions stay low and the brand feels reliable. In a fleet that spans more than 1 million vehicles, quick help matters because every delay can turn a small incident into a bad rental experience.
It protects trust, reduces friction, and keeps customers moving.
- Fast help during breakdowns
- Claims handling for incidents
- Less travel disruption
- Stronger brand trust
Hertz Goes Digital First, with Human Help Where It Counts
Hertz Global Holdings, Inc. keeps customer relationships digital first, with self-service booking, Gold Plus Rewards, and account tools that speed check-in and billing across 11,000+ locations in about 160 countries. Human support still matters for complex rentals, urgent issues, roadside help, and claims, which protects trust and repeat use.
| Channel | Use |
|---|---|
| Digital | Booking, account care |
| Loyalty | Repeat renters |
| Support | Live help, claims |
Channels
Brand websites and mobile apps
Hertz Global Holdings, Inc. uses brand websites and mobile apps as its core digital sales channel, and in 2024 it reported $8.8 billion in revenue with a fleet of about 500,000 vehicles. These tools let customers book, manage accounts, and add upgrades or protection products directly, which cuts reliance on travel agents and other intermediaries.
Airport rental counters
Airport rental counters put Hertz Global Holdings, Inc. in front of air travelers at the point of arrival, where demand is strongest for business and leisure trips. U.S. airports saw 904 million TSA passenger screenings in 2024, and that high-traffic flow makes airport locations a key source of same-day, high-intent bookings.
Off-airport branch network
Hertz Global Holdings, Inc. uses its off-airport branch network to serve neighborhood and city demand, not just travelers at airports. This gives renters a closer pickup point for local moves, repairs, and short trips, so access reaches beyond travel hubs.
Third-party travel platforms
Third-party travel platforms like OTAs, travel agencies, and global distribution systems feed Hertz Global Holdings, Inc. with high-intent demand from customers who compare prices across trip-planning sites. These channels widen Hertz Global Holdings, Inc.’s reach in international markets and keep the brand visible when travelers book through comparison-heavy paths.
- OTAs drive comparison shopping.
- Agencies support international demand.
- Distribution systems expand reach.
Franchised and licensed outlets
Franchised and licensed outlets let Hertz Global Holdings, Inc. expand through local partners, so the brand can reach more cities without owning every site. This matters in international markets, where Hertz reported $8.0 billion in 2024 revenue and uses partner-run locations to keep coverage broad while limiting capital needs.
- Extend brand into new markets
- Lower site ownership costs
- Support global coverage
Hertz Drives Bookings Across Digital, Airports, and Partners
Hertz Global Holdings, Inc. pushes bookings through its website and app, airport counters, off-airport branches, OTAs, and franchise partners. In 2024, it reported $8.8 billion revenue and a fleet of about 500,000 vehicles, while U.S. airports logged 904 million TSA screenings, supporting high-intent rental demand.
| Channel | Role | 2024 data |
|---|---|---|
| Digital | Direct bookings | $8.8B revenue |
| Airports | Peak demand | 904M screenings |
| Partners | Wider reach | ~500,000 vehicles |
Customer Segments
Leisure travelers
Leisure travelers rent for vacations and family trips, usually for 1-7 days, and Hertz Global Holdings, Inc. wins them with easy airport and city access, quick pickup, and sharp prices. This segment is highly seasonal and demand sensitive, so bookings rise in peak travel months and drop fast when fares or household budgets tighten.
Business travelers
Business travelers are a core Hertz Global Holdings, Inc. segment because they need fast, reliable mobility at airports and on repeat trips. In 2025, Hertz kept a large airport-heavy network and a premium fleet mix that fits this use case, supporting higher-frequency, higher-yield rentals from corporate and road-warrior customers.
Corporate and fleet accounts
Corporate and fleet accounts let businesses and institutions rent at scale or under contract, with billing, account controls, and service reliability built in. Hertz Global Holdings, Inc. operated a fleet of about 500,000 vehicles in 2024 and generated $9.4 billion in revenue, showing how these accounts can support recurring volume.
Local and short-term mobility users
Hertz Global Holdings, Inc. serves urban and neighborhood renters who need a car for errands, replacement use, or a few days, often outside airports. This overlaps with car-sharing and convenience trips; in 2025, Hertz’s rental fleet stayed around 500,000 vehicles, and shorter, off-airport demand helps fill turns and lift utilization.
- Short rentals
- Off-airport locations
- Replacement cars
- Errands and local use
- Car-sharing overlap
International and cross-border renters
Hertz serves international and cross-border renters in more than 160 countries, giving travelers a familiar brand and a standardized pickup, pricing, and support experience abroad. That global reach is a key edge for renters who want the same service rules and vehicle access when they move across borders.
- More than 160-country reach
- Familiar brand abroad
- Standardized service matters
Hertz Serves Leisure, Business, and Corporate Travelers Worldwide
Hertz Global Holdings, Inc. mainly serves leisure renters, business travelers, and corporate accounts, with airport-heavy demand and short trips driving most volume. In 2025, its fleet stayed near 500,000 vehicles, and its more than 160-country reach also supports cross-border and local off-airport renters.
| Segment | Need |
|---|---|
| Leisure | Vacation rentals |
| Business | Fast airport access |
| Corporate | Contracted fleet use |
Cost Structure
Fleet acquisition and depreciation
Vehicle purchases and leasing are Hertz Global Holdings, Inc.’s biggest cost driver, and fleet depreciation is a core operating expense because every car loses value over time. Profitability depends on residual value management: if Hertz sells used vehicles below book value, margins fall fast, so fleet mix, mileage, and resale timing matter as much as rental demand.
Maintenance and damage repair
Hertz Global Holdings, Inc. runs a large rental fleet, so every extra mile adds cleaning, inspection, repair, and body-work cost. These costs rise fast with higher utilization and accident exposure, and repair inflation has kept fleet upkeep a major cash drain.
Airport and facility expenses
Airport and facility expenses are a heavy fixed cost for Hertz Global Holdings, Inc., because airport spots often come with rent, concession fees, and higher operating overhead than standard retail sites. In FY2024, Hertz Global Holdings, Inc. reported $9.2 billion in revenue, and its airport network also needs staffing and security, which keeps site costs high even when demand slows.
Labor and customer service
Labor and customer service are recurring costs for Hertz Global Holdings, Inc.: frontline staff, ops teams, and support staff handle reservations, counter work, returns, and issue resolution. Because demand swings with travel peaks, staffing has to flex fast or service slips and labor costs rise when the network is underused.
- Frontline and support labor never stops
- Service work drives daily cash outflow
- Staffing must track demand swings
Technology, marketing, and distribution
Hertz Global Holdings, Inc. spends heavily on digital platforms, brand marketing, and partner commissions, and those costs climb when more bookings come through third-party channels. Technology spend also supports pricing, reservations, and fleet control, so it sits at the center of both demand capture and day-to-day operations.
- Digital booking and partner fees add direct cost.
- Third-party channels lift distribution fees.
- Tech spend supports pricing and fleet control.
Hertz’s Big Cost Lever: Fleet Depreciation Drives FY2024 Results
Hertz Global Holdings, Inc.’s cost structure is fleet-heavy: vehicle purchases, lease costs, and depreciation dominate, while maintenance, labor, airport fees, and channel commissions add a steady cash burden. In FY2024, revenue was $9.2 billion, so cost control hinges on fleet resale timing and utilization.
| Key item | FY2024 |
|---|---|
| Revenue | $9.2B |
| Main cost driver | Fleet depreciation |
| Other costs | Labor, airport fees, repairs |
Revenue Streams
Short-term rental fees
Hertz Global Holdings, Inc. earns most of its revenue from short-term rental fees, with FY2024 revenue of about $9.17 billion. Pricing shifts by vehicle class, location, and demand, so a compact car in a low-demand market costs less than a premium SUV in a peak travel hub.
Ancillary rental charges
Ancillary rental charges are Hertz Global Holdings, Inc. add-ons like insurance, protection products, fuel, extras, and fees; even a $10-a-day upsell adds $300 over a 30-day rental. This lifts yield per rental without needing more cars.
Vehicle sales proceeds
Hertz Global Holdings, Inc. also earns cash by selling retired fleet vehicles, a direct part of fleet rotation. These sales help the Company turn used rental cars into cash after service, reducing idle assets and supporting fleet refresh cycles; in fiscal 2025, this stream remained tied to vehicle depreciation and resale pricing.
Franchise and service income
Hertz Global Holdings, Inc. uses franchised and licensed sites to earn fees and service income, so it can grow its network without owning every location. In FY2025, this model helped monetize the Hertz brand and operating system while keeping capital needs lower than a fully owned footprint.
- Fees from licensed and franchised sites
- Scales the network with less capex
- Monetizes brand and operating know-how
Car-sharing and mobility revenue
Hertz Global Holdings, Inc. also earns car-sharing and mobility revenue through Hertz 24/7 and other short-duration access services, especially in international markets. These offerings let customers pay for minutes, hours, or days instead of a classic rental, so they widen Hertz Global Holdings, Inc. beyond airport rentals and daily car hire.
- Short-duration access, not standard rentals
- International reach via Hertz 24/7
- Broadens revenue beyond car rental
How Hertz Makes Money: Rentals, Fees, Fleet Sales, and Licensing
Hertz Global Holdings, Inc. mainly earns from rental fees, with FY2024 revenue at about $9.17 billion, plus add-on charges like insurance and fuel. It also makes cash from selling retired fleet cars, and from franchised or licensed site fees that scale the brand with less capital.
| Revenue stream | Role | Latest data |
|---|---|---|
| Short-term rentals | Main source | FY2024 revenue about $9.17 billion |
| Ancillary charges | Yield lift | Insurance, fuel, extras, fees |
| Fleet sales | Asset recycle | Used cars sold after service |
| Franchise and license fees | Network income | Lower-capex expansion |
Disclaimer
All information, articles, and product details provided on this website are for general informational and educational purposes only. We do not claim any ownership over, nor do we intend to infringe upon, any trademarks, copyrights, logos, brand names, or other intellectual property mentioned or depicted on this site. Such intellectual property remains the property of its respective owners, and any references here are made solely for identification or informational purposes, without implying any affiliation, endorsement, or partnership.
We make no representations or warranties, express or implied, regarding the accuracy, completeness, or suitability of any content or products presented. Nothing on this website should be construed as legal, tax, investment, financial, medical, or other professional advice. In addition, no part of this site—including articles or product references—constitutes a solicitation, recommendation, endorsement, advertisement, or offer to buy or sell any securities, franchises, or other financial instruments, particularly in jurisdictions where such activity would be unlawful.
All content is of a general nature and may not address the specific circumstances of any individual or entity. It is not a substitute for professional advice or services. Any actions you take based on the information provided here are strictly at your own risk. You accept full responsibility for any decisions or outcomes arising from your use of this website and agree to release us from any liability in connection with your use of, or reliance upon, the content or products found herein.