Cox Enterprises Uses Telematics and Fuel-Efficient Vehicles to Cut Costs and Reduce Its Carbon Footprint

Cox Enterprises Uses Telematics and Fuel-Efficient Vehicles to Cut Costs and Reduce Its Carbon Footprint

ATLANTA – Cox Enterprises celebrated the fifth anniversary of Cox Conserves, the company’s national sustainability program, and provided details on its 12,000-vehicle fleet’s specific achievements in its latest corporate sustainability report.

The company said it launched the Cox Conserves program in 2007, and that it is designed to reduce Cox Enterprises’ energy consumption “by embracing renewable forms of energy, conserving natural resources and inspiring eco-friendly behavior.”

Cox Enterprises said it currently employs flex-fuel vehicles and is replacing fleet vehicles with a mix of more fuel-efficient models and hybrids. The company said a number of these vehicles are used by its Cox Communications division.

Currently, 90% of Cox’s executive fleet vehicles each get 27 mpg, 10% of the fleet consists of Partial Zero Emissions Vehicles (PZEV) and LEED-ranked vehicles, and the fleet now has nearly 300 hybrid vehicles. For the company’s network operations vehicles, 90% of them use a new hybrid operating system that allows them to emit zero emissions during aerial operation.

Cox also employs a GPS/telematics system, now installed in a total of 5,000 vehicles in the fleet, which the company said saves more than 1 million gallons of fuel each year. The system also helps Cox reduce its carbon footprint by more than 25 million lbs. of CO2. Other features of the GPS/telematics system include a vehicle diagnostics component, which the company said helps drivers reduce fuel use (by controlling engine idle time) and C02 emissions, and a “GeoManager” module. The GeoManager features mapping and real-time traffic, and allows field tech supervisors and dispatchers to improve operating efficiency and customer service and reduce operating costs. Both features allowed Cox to reduce vehicle idle time by 84%, from 90 minutes per day to 15, during the first year of the system’s use. The company also created a “no-idle” zone at the Atlanta headquarters’ loading dock.

For the executive vehicle program, Cox employees must choose a vehicle that achieves mpg of 27 or better. Cox partners with Georgia’s Clean Air Campaign and the Perimeter Transportation Coalition. Clean Air Campaign recognized Cox with a PACE Large Business Award in 2006 and a PACE Innovator Award for a Green Fleet in 2008, according to the company.

Additional transportation options for employees also help reduce the company’s carbon footprint and costs. The company utilizes a shuttle system that transports employees to a public transit station (including MARTA). Cox also provides a motor pool via a Borrow-A-Hybrid program. Vehicles branded with “Cox Conserves” are available to employees who take alternative forms of transportation. Employees can check out the cars if they need to attend an off-site meeting, for example. The company also provides a guaranteed ride home if an emergency occurs to employees who take public transportation.

Re-posted from Automotive Fleet Magazine, April 26th

For more information, contact Vincent Rush of Lynx Telematics at (866) 314-0461 

 For more information on how Lynx Telematics, an OEM located in Cincinnati, Ohio can help your fleet become more operationally efficient or custom design a solution to meet your fleet management needs, contact Vincent Rush at (866) 314-0461

LynxTelematics is an OEM that controls design, engineering, firmware, software development, IT support and manufacturing processes of our product, allowing us to produce the highest quality product in our industry, while offering our customers competitive pricing.

As your partner, we provide ongoing training and support to insure that the product is properly sold to the end user, maximizing the re-sellers profitability.

As one of the pioneers in telematics technologies, Lynx Telematics provides our clients with powerful end-to-end vehicle telematics tools. Our technology offers a real solution that delivers safety, saves money and provides an unprecedented level of peace of mind to our customers. 

Our product, LynxSafe, is the newest and most advanced in-vehicle communication system currently on the market. It combines GPS/satellite and GSM cellular technology to provide users and family members with immediate access to real-time information delivered directly via any internet enabled device including I Phone and Android smart phones.

All of our devices benefit from the innovation of U-Blox technology and a 3D Accelerometer, providing the industry’s most accurate pin point locating technology to within a 3 ft. radius.

Telematics Technology Proves Driver Safety and Fleet Savings Go Hand-in-Hand

Fleet Owners Cut Costs With Driving Habits

SALT LAKE CITY, UT, Apr 12, 2012 (WIRED MARKET ONLINE) – Lynx Telematics Technology Solutions Inc., a global telematics company centered on fleet management and driver safety solutions, is proving a direct correlation exists between driver habits and fleet operational cost savings. With Lynx Telematics Go5 -- the most comprehensive solution designed to improve driver safety, fleet management and compliance -- fleet owners are able to increase fuel efficiency on average by 20 percent, reduce maintenance costs by 20 percent and avoid costly penalties and fines.

"Fleet owners from all over the globe have turned to Lynx for a fleet management solution that will not only save lives, but improve their bottom line as well," said David Holland, Lynx VP. "With data collected from tens-of-thousands of vehicles using our technology for the past several years, we have proven to dramatically improve driving behavior, leading to fewer crashes, better fuel economy and safer, more productive drivers."

AAA reports that accident costs amount to over 164 billion dollars per year. To avoid incurring collision costs, Lynx Telematics offers the only solution that provides real-time in-cab verbal alerts to drivers when speeding, idling, driving aggressively or not wearing a seat belt. By mentoring drivers into developing safer driving habits, fleet managers can expect a reduction in speeding and aggressive driving of more than 86 percent, leading to greater fuel efficiency and significantly lower rate of crashes.

"While working for 34 years at one of the largest mining companies in the world, we achieved a 77 percent reduction in driver incidents in one year after installing telematic technology across our fleets," said Bruce Huber, newly named Vice President of Safety. "By improving driver behavior, we were not only able to protect the lives of our drivers, but save money on fuel and maintenance costs as well."

With Lynx Telematics, fleet managers can also monitor fleet vehicles and identify areas to reduce operational costs. Through satellite and cellular based tracking, managers can monitor trips taken and vehicle MPG, ultimately eliminating unauthorized trips and improving company productivity.

About Lynx Telematics is a Cincinnati based company centered on telematics, fleet solutions and driving safety. Its breakthrough driving safety solutions are designed to safeguard lives, save money and protect the environment. LynxSafe technology dramatically improves driver behavior and has been documented to reduce accidents by more than 80 percent. For more information, please visit http://www.lynxtelematics.com

For further information, contact Vincent Rush at (513) 965-6318 or at vrush@lynxtelematics.com

Reasons That Fleet Telematics Projects Fail

11 Reasons Telematics Projects Fail

You Named the Project “The GPS Program” or “The Black Box Project”

What’s in a name? Maybe everything, if from the name, employees decide what a project is and how it will affect them.  Every project that a company invests time and resources into gets broad organizational exposure. You hear the hallway grumbling about “this or that project” that the company has underway. The name of the project can have serious impacts on what the organization thinks the project is and how it will affect employees (and management) personally. Let’s be clear – GPS stands for Global Positioning System and is a technology component that is becoming a standard in everything from vehicles to mobile devices. Like a clock on a microwave, or on a coffee maker or DVD player – GPS is simply an input into adding location information to the things that we value. Imagine if your company embarked on an extensive upgrade to your information technology infrastructure to benefit employees and customers – and named the project “The CPU” project.  Pick a project name that creates excitement for your company and meaningfully represents the results that you are seeking everyone to participate in achieving. The “Driving Excellence Project”, “Driving Performance and Safety Program” or the “Drive Green Initiative” – for example.

Ambiguous Project Requirements and Goals

Take control of the project. Assign a project manager who collaborates directly with key departmental stakeholders from Risk & Safety, Operations, Human Resources, Fleet Management, and Finance to define specific detailed project requirements that have tangible, measurable, ROI.  While this seems obvious, many companies will skip this stage and go right to applying a solution to jump start a project.  In-vehicle technology solution providers are constantly soliciting their services to companies with fleet vehicles. This is not a commodity market and not all solutions are equal. The impacts to your employees, culture, and financial return vary significantly from supplier to supplier.  Don’t assume requirements (such as project controls, management dashboards, application functionality, data, enterprise integration, measurements, policy, and workflow) are met.  ‘Telematics’ and other similar projects tend to fail and the companies usually encounter over spending, project restarts, rework, and/or unmet expectations. Many of you reading this – have a “trash heap” of in-vehicle technology past projects.

The Project Starts with “A Couple Free Devices”

 Frequently the technology vendor will show up and say “how about we set you up with a few free boxes?” Sounds great, right?  Maybe not.  While it may be attractive from a project startup cost standpoint – it’s potentially the start of a project that goes nowhere.  Right from the start this approach focuses on “the device” not on the people, process, and measurable results. If the goal of the initiative is to improve the driving culture – how are we going to do that on a couple drivers with a couple free boxes? What will these drivers think of their supervisors? Why were they singled out? How is does this initiative support the organizational goals for the fiscal year? Generally, this approach is more about the supplier getting in your door, then it is about your likelihood of sustainable organizational and financial results from an initiative.

Lack of Executive Support

Organizations focus, and apply resources, to approved projects that are based on solving defined problems and providing measurable results.  Executive sponsors champion, and key stakeholders rally behind, initiatives that have broad organizational visibility and resourcing approvals. Your “Driving Performance and Safety” initiative should have a highly visible executive sponsor, the goals/results of the initiative should foot to a fiscal year corporate objective (like “saving 10% of our fuel expenditure, reducing the frequency and severity of crashes and risk by 40%, and eliminating CO2 emissions for a greener planet”). Your executive sponsor and stakeholders can add weight and momentum to a project that is tied to corporate goals.

Large Changes to Project Requirements and Scope

Beware of the “Driver Performance” initiative that turns into the “Vehicle Maintenance” project. The reward of having a robust requirements list and involvement of stakeholders comes at the risk of your project core ROI being hijacked.  It also runs the risk of requirements becoming so large and broad that the technology is unavailable to satisfy – so the project goes nowhere waiting endlessly for the all inclusive technology that may someday become available. Meanwhile, real value – the largest ROI, potentially – is left languishing in hope of future technical advances. The most prevalent of this example is projects that start from the premise of providing ROI based on fuel and risk savings through driver feedback and coaching that turn into initiatives that require predictive maintenance based on diagnostic fault code data. There are many initiatives that have been derailed as the issues of vehicle data standards across year/makes/models, integration of diagnostic data with in-sourced (or outsourced) maintenance services, and OEM warranty impacts  – confuse the initiative and grind otherwise successful projects to a halt. Years of lost savings from fuel and risk reductions alone are wasted at the expense of solving the complexities of the motor company products and data.

 Failure to Establish Employee Expectations and Benefits

WIFM – “What’s In It For Me?” All participants in the initiative need to have the WIFM question answered. It’s unfair to ask employees to participate in a work changing process with no clear understanding of the benefit.  “GPS projects” that are seen as data collection initiatives to track  employees – communicates that the organization thinks their employees are stealing (time) from them and that they are lazy and should be working harder. It may also communicate that supervisors are inefficient in how they schedule and manage resources.  “Video camera projects” that are seen as demeaning/spying technology is not going to be widely received with approval by the employee base. The extra burden on supervisors who will have to police these videos may not be received well. What is the message you are trying to communicate to the employees and supervisors? What does the initiative (and technology) say about the employee/employer relationship? If you have a corporate goal to “be the best place to work” how is the initiative supporting that goal? What are impacts to hiring and retention? How is the initiative supporting the employee goals for each fiscal year? Answer WIFM for each participant in the initiative and you will be much more likely to achieve success, and organizational support.

You Did Not Lead With a Positive Launch

This will come as no surprise – people are resistant to change. Change, regardless of the end-result, goes through the SARA process (Shock, Anger, Resistance, and Acceptance). Any change in corporate process or policy will be subject to the SARA rule. Why would this initiative be different? Can you imagine that sticking a GPS/Black Box/Video camera into the employee’s “office” (the vehicle) is going to be seen in anyway positive – if the imitative does not clearly have a benefit to them and isn’t attached to a positive consequence from the beginning? There are several ways that this can be accomplished. Starting with integration to existing employee benefit programs, the construct of new incentive programs, individual and team competitions. What is clear is that employees want the autonomy to do their jobs well. They want tools that they can use to measure themselves against the corporate policies and goals BEFORE supervisor intervention. The best employees will compete to continue to be the best. Lesser employees want the chance to be the best. Self-direction and autonomy are the keys to support both of these employee types. How is your in-vehicle project providing the employee tools and technology to achieve self-direction and autonomy, before supervisor intervention?

Measurement and Metrics

Beware the project that introduces financial or reporting metrics that are not leveraging/interfacing/enhancing as much as possible existing financial/budget reporting. For example if the fleet fuel budget is currently reported to the CFO, and the project expects to demonstrate fuel savings, the existing measurement/reporting process that finance uses needs to show demonstrable positive change. Introducing a new measurement, disconnected from how fleet expenditures are captured and report today, will be difficult for finance to support as demonstrable change. Fuel consumption data and existing MPG reporting show be examined and subsequently integrated with and enhanced to drive accuracy – as opposed to creating a new MPG or consumption reporting system. This holds for risk management, crash management, and fleet management (vehicle lifecycle costs).

 Unrealistic Timelines and Deadlines

When considering the project goals, metrics and measurements – make sure the business cycle supports the expected change. For  example if through high performance driving we expect to replace fewer tires and have fewer brake maintenance transactions (or other routine or catastrophic transactions) a complete maintenance lifecycle against control data needs to be evaluated – and this particular metric may take a year, or longer, depending on year make an model.  Installation of technology needs to be considered in the project timeline. The upfront design of the program needs sufficient time before the installation project begins.

 Insufficient resources

And finally, given steps 1-9, it should be apparent that adequate resources from all participants need to be planned for. The one resource that is critical and is sometimes not included is the drivers. A representative driver, a driver committee, the driver union, needs to be a critical participant in the process. Driver buy-in to the program, the benefits, will be a critical success factor.

Price vs. Value Choice

Chances are that you looked at several Telematics companies when considering choosing a solution. Many of the companies had solutions that when properly implemented, you saw the value that they could bring to your company. The main problem was that your company chose a solution based on PRICE and not COST, from a non-local company that offered cheaper monitoring or slightly cheaper hardware. In telematics and the companies that represent solutions, you definitely get what you pay for. If your goal as a company is to gain long term benefit from your investment into the technology, when possible, choose a local company that can work closely with you to help you grow and learn how to gain the most profitable ROI from your telematics project. It’s one thing to invest into the technology; it’s another to understand how to really benefit from it.


For more information, contact Vincent Rush of Lynx Telematics at (866) 314-0461 

 For more information on how Lynx Telematics, an OEM located in Cincinnati, Ohio can help your fleet become more operationally efficient or custom design a solution to meet your fleet management needs, contact Vincent Rush at (866) 314-0461

LynxTelematics is an OEM that controls design, engineering, firmware, software development, IT support and manufacturing processes of our product, allowing us to produce the highest quality product in our industry, while offering our customers competitive pricing.

As your partner, we provide ongoing training and support to insure that the product is properly sold to the end user, maximizing the re-sellers profitability.

As one of the pioneers in telematics technologies, Lynx Telematics provides our clients with powerful end-to-end vehicle telematics tools. Our technology offers a real solution that delivers safety, saves money and provides an unprecedented level of peace of mind to our customers. 

Our product, LynxSafe, is the newest and most advanced in-vehicle communication system currently on the market. It combines GPS/satellite and GSM cellular technology to provide users and family members with immediate access to real-time information delivered directly via any internet enabled device including I Phone and Android smart phones.

All of our devices benefit from the innovation of U-Blox technology and a 3D Accelerometer, providing the industry’s most accurate pin point locating technology to within a 3 ft. radius.

Steps 1-10 originally written and posted by David Colman, Senior Vice President of Global Business Development for Green Road Tech. 

Telematics: Not Just for Personal Anymore

While the use of telematics-based insurance to date has primarily been seen in monitoring personal-vehicle use, insurers are increasingly relying on the underwriting tool in the commercial-fleet and trucking industries.

“If I’m doing a risk assessment for an insurance company, a lot of underwriters are looking for some kind of refined [global positioning system],” says Beth Lowrey, senior associate for Mercury Associates Inc.—a Washington D.C.-based management consulting firm for large fleets.

Insurance players on the commercial  side are adopting programs to tap into the wealth of knowledge a telematics system can deliver—and initial data looks very promising for loss ratios, sources say.

“We’ve seen very good improvement in frequency and severity,” says Scott Stevens, vice president of captive and specialty programs at The Hartford, which launched its FleetAheadprogram more than two years ago.

Through a partnership with a telematics service provider (all insurers in this space partner with a provider instead of developing its own device, as in the personal auto insurance market), he adds, the Hartford’s loss-control staff can work with clients to improve loss costs and exposures.

Other insurers are in the process of doing the same. “We are there to work with management in order to tune their ability to improve driver performance,” says Chris Hayes, risk-control director of transportation services from Travelers, which early this year began IntelliDrive Fleet Safety Solutions for commercial lines.

Travelers partners with several telematics providers for the actual numbers. “We do not have any data feed,” explains Beth Tirone, Travelers’ senior director for commercial auto product development. “This is strictly providing services from a risk-control perspective.”

Liberty Mutual, too, is finding value in telematics. The carrier unveiled its Onboard Advisorloss-prevention and risk-management services exclusively through Liberty Mutual Agency Corporation regional companies in 2010 to small and medium-sized fleets. The insurer uses statistics from its approved telematics partners to create a score used for pricing at the time of renewal.

Onboard Advisor Program Manager Chris Carver says Liberty Mutual in the past six months has been contacted by several telematics providers wishing to partner up.

“The industry is growing fast,” he says. “It’s a great opportunity for businesses that now starting to grow [after the economic downturn]. Owners can stay in control of their fleet and control costs.”

After all, telematics is not a one-way street of benefits to the insurer. The insured can improve safety, fuel use, customer satisfaction and prevent or limit losses from theft.

There is enough data—or at least sufficient anecdotal evidence—to support the technology investment, which is decreasing as competition increases. Systems can also be leased.

“If you use it and use it right, [you’ll benefit],” Lowrey says. “You’ll see it in your bottom line. And you’ll see it in your insurance premiums.”

The applications are numerous. Fleet owners acting as their own risk managers can track drivers’ locations, monitor a driver’s habits like hard-braking and accelerating, and reduce fuel consumption by looking at the data to notice trends such as the impact of idling, or the use of one route versus another. Carver says owners can cut down on “unnecessary wear-and-tear on their fleet.”

Owners have also reported a reduction in brake-pads costs, Stevens adds, because programs centered on telematics “create better, more safety-conscious drivers.”

The value for insurers extends beyond potential reductions in loss-cost trends and narrowing poor risks. Telematics may also help preserve the exposure base. By cutting down on costs for its insureds, businesses can remain profitable.

For the insurer, information can be provided by some systems to give a much more accurate view of an accident. Was the traffic light green or red? How fast was the driver going?

Insurers say information yielded from telematics systems can also help cut down on fraud. Using data on such critical factors as speed, claims professionals can determine whether an alleged injury was in fact possible.

The industry appears to have assuaged the fear of Big Brother. Owners and operators are taking to the idea, and insurers with telematics-based programs are sticking by buyers’ sides to assist in rolling out systems and fostering an environment of constant improvement rather than conveying a dark cloud of constant criticism. 

“This doesn’t work if management isn’t fully engaged,” says Hayes. “We’re looking to foster owners as coaches while we get them comfortable with the idea and our involvement.”

More insurers relying on data-gathering tools in the commercial-fleet, trucking industries

BY CHAD HEMENWAY, PROPERTYCASUALTY360.COM

April 6, 2012 

Lowrey, who also owns a risk-management and consulting service for small and medium fleets, says drivers’ unions have voiced concerns as telematics gain popularity, but the fact is, “Owners are looking at performance anyway,” implying that drivers would still be watched closely regardless of the new technology.

Fleet owners typically pitch the idea to drivers by focusing on safety and job security.

“’If you get hijacked, we want to know—we want to know where to look for you,’” Lowrey says owners will say to drivers. “But the majority of drivers have been around and they don’t worry about it, so long as it doesn’t seem like you’re nitpicking them to death.” 

Industry-wide, telematics usage remains in its infancy. Solid favorable loss-cost trends for the industry may not be readily available and use may be limited to big insurance brands but, according to a report by research and consulting firm Celent, telematics use is growing and “not going away any time soon.”  

Critics also say telematics could “cannibalize” books of business, based on the idea that policies could be written at lower premiums based on more hard data. Yet that same data would also help better calculate risks, Celent adds, noting it “would be better to cannibalize one’s own book than watch someone else do it.” 

Baseball and Insurance: Don’t Make Early Assumptions About the Data

Photo by Cincinnati Sports Photographer Vincent Rush

By Robert Regis Hyle, PropertyCasualty360.com

April 2, 2012
Although I touched on the sport in last weeks blog, since this week is the real start of the Major League Baseball season—despite the fact two American teams played in Japan last week (with a Japanese tech company’s logo on the batting helmets)—it’s time for my annual observation about analyzing data in different ways.

Since last season, the predictive analytics book Moneyball was turned into a movie and both Brad Pitt and Jonah Hill were nominated for Oscars for their roles, which should have excited data geeks. After all, when you can get Pitt to portray someone who believes in statistical analysis of data you’ve won half the battle, right? (He could do for actuaries what Julia Roberts did for paralegals.)

The benefit insurers have gained over baseball teams in the use of advanced statistical data is that pretty much all insurance companies believe there is value to be gained from the data. There are plenty of baseball executives and managers that only believe what they see on the field—even if they don’t always know what they are looking at.

As user-based insurance expands across the personal lines insurers—my agent tells me Nationwide will be coming out with a new personal auto telematics product this summer—it will be interesting to see how they interpret the driving data they receive.

I spoke with a friend about telematics a couple of weeks ago at the IASA Boot Camp and she said she was not looking forward to widespread use of telematics because she admits that she drives too fast.
The safe assumption is that people who drive fast are bad drivers. But what if, over time, the statistical data insurers accumulate through telematics leads us to findings that we didn’t expect.

Just as baseball managers continue to waste outs by having good batters lay down a sacrifice bunt with a fast runner on first base, will insurance companies continue to believe that those who have too many speeding tickets are bad drivers and that they don’t need telematics to prove such a belief is true—or maybe even false.

We shouldn’t be afraid of collecting more data; we should be afraid if we assume that new data always verifies old beliefs.

So let that batter swing away with a runner on first base and let telematics tell us what the real factors are behind poor driving that leads to accidents and, inevitably, claims. We might all be surprised what the predictive analytics of that data tells us.

Re-posted by Vincent Rush of Lynx Telematics

  Lynx Telematics, located in Milford Ohio, is an OEM (Original Equipment Manufacture) that specializes in developing proprietary fleet GPS Tracking devices for fleets of all sizes and functions.
For information on how Lynx Telematics can help your company save an average of $2500 per vehicle annually, contact Business Development Manager, VincentRush at (513) 965-6318

Lynx Telematics is an OEM that controls design, engineering, firmware, software development, IT support and manufacturing processes of our product, allowing us to produce the highest quality product in our industry, while offering our customers competitive pricing.

 

As your partner, we provide ongoing training and support to insure that the product is properly sold to the end user, maximizing the re-sellers profitability.

As one of the pioneers in telematics technologies, Lynx Telematics provides our clients with powerful end-to-end vehicle telematics tools. Our technology offers a real solution that delivers safety, saves money and provides an unprecedented level of peace of mind to our customers.

Spy-in-the car boxes for young drivers slash accidents by a fifth and may save 40% on insurance after a year

By STEPHEN WOMACK

PUBLISHED: 15:31 EST, 31 March 2012 | UPDATED: 05:24 EST, 1 April 2012

Read more: http://www.thisismoney.co.uk/money/cars/article-2123201/Monitoring-habits-young-drivers-reduces-accidents-fifth-insurer-analysis-found.html#ixzz1qoBuGoOa

Fitting an insurance ‘spy in the car’ to monitor how youngsters drive can cut accidents by one fifth, potentially saving hundreds from death or serious injury. And it should mean that getting cover will be much easier. 

This is the conclusion of Co-operative Insurance, which has analysed the performance of 15,000 customers who have signed up to a policy that includes the fitting of its Smartbox. 

They were found to be 20 per cent less likely to be involved in an accident than those without one. Crashes were generally less serious, with damage and injury costs almost one third lower.

Grant Mitchell, head of motor insurance at the  Co-op, says: ‘It is still early days and some of those who join will be safer drivers anyway, but there are signs of customers showing gradual improvement in the way they drive.’

Co-operative will this week publish more details of its research. Its findings are likely to give a boost to those who argue that fitting satellite trackers to cars is the best way to combat the astronomical costs of cover for young drivers.

Co-operative has been offering its Smartbox cover for a year. The black box monitors braking and acceleration, cornering and speed. It also tracks when a car is used, as most accidents involving young drivers are late at night.

Lynx Telematics currently offers the most comprehensive and advanced technology in the new "Teen Driver" market with it's product LynxSafe.

Parents can monitor their teens driving behavior with urgent alerts regarding speeding, seat belt usage, excessive RPM's, hard braking, and unauthorized vehicle use.

LynxSafe also has the ability to provide real time diagnostic feedback on vehicle health as well as the ability to disable texting and driving.

For more information on how the LynxSafe product can help develop teen safe driving habits, contact Vincent Rush with Lynx Telematics at (513) 702-0495 or at vrush@lynxtelematics.com