Many small taxi companies have traditionally used their websites as digital business cards that provide contact information, service descriptions, and booking instructions. However, customer expectations have changed rapidly. Today, customers increasingly expect services to be available instantly through their mobile devices, making websites an essential part of customer service and business operations.
The observations presented in this article are based on a thesis conducted at LAB School of Business for Lahden Liikennepalvelut Oy. The study examined how the company’s website supports operational efficiency and service quality through website analysis and a customer survey involving more than 100 respondents. The results revealed a clear gap between customer expectations and the current digital capabilities of small taxi company websites. (Dao & Nguyen 2026.)
Customers expect action, not information
In today’s digital environment, customers increasingly expect services to be fast, convenient, and easy to access. PwC (2023) found that customer experience has become a key factor influencing purchasing decisions, with speed and convenience among the attributes customers value most. This is particularly relevant in the taxi industry, where customers often need immediate service.
A website that only provides a phone number is no longer always sufficient. Customers increasingly want to know whether a vehicle is available, how long the waiting time is, and whether a ride can be booked instantly. Research indicates that digital service quality has a significant impact on customer satisfaction and customer behaviour (Rita et al. 2019). This highlights the growing role of websites as more than information channels; they increasingly function as platforms for customer interaction and service delivery.
Many customers have become accustomed to digital service models where booking, confirmation, and communication take place seamlessly through a single platform. These experiences have gradually shaped expectations across the entire transportation sector.
![[Alt text: several taxi vehicles in line.]](https://blogit.lab.fi/labfocus/wp-content/uploads/sites/8/2026/06/289_2026_From-Information-Channel-To-Service-Platform-etc-1024x574.jpg)
From information channel to service platform
One of the most significant findings of the thesis was that the company’s website functions primarily as an information channel rather than an integrated service platform (Dao & Nguyen 2026). While customers can find basic information about services, operating areas, and contact details, the platform currently plays only a limited role in booking, communication, and service delivery.
This situation is not unique. Many small taxi companies continue to rely heavily on phone calls and manual communication. However, customers increasingly expect digital solutions that allow them to complete tasks independently and without delays.
Small improvements can make a significant difference. Features such as online booking, automated confirmations, and mobile-friendly design can improve customer experience while reducing manual work for businesses. According to Dörner and Edelman (2015), digital technologies enable more efficient processes and better responsiveness, creating value for both companies and customers.
Digitalisation is becoming a competitive factor
For small taxi companies, digital transformation is no longer simply a technological issue. It is increasingly a question of customer experience and competitiveness. Businesses do not necessarily need to build complex applications, but they do need digital services that support customer needs and simplify everyday interactions.
Local taxi companies continue to benefit from strong customer relationships, local market knowledge, and flexible service. To remain competitive, however, these strengths need to be supported by digital tools that make services easier to access and use.
The thesis suggests that websites are gradually evolving from passive information pages into operational tools that support customer service, bookings, and business processes. In a rapidly digitalising market, the question is no longer whether this change will happen, but how quickly companies can adapt to changing customer expectations.
Authors
Thanh Dao and Viet Bao Nguyen are students in Business Administration at LAB School of Business.
Tiina Taiminen (MBA, MA) works as a Senior Lecturer at LAB School of Business. Her research and development interests include digital business, customer experience, service design, and the adoption of emerging technologies.
References
Dao, T. & Nguyen, V. B. 2026. The Impact of Digital Platforms on Operational Efficiency and Service Quality: A Case Study of Lahden Liikennepalvelut Oy. Bachelor’s Thesis. LAB University of Applied Sciences. Cited 29 May 2026. Available at https://urn.fi/URN:NBN:fi:amk-2026052919434
Dörner, K. & Edelman, D. 2015. What ‘digital’ really means. McKinsey Digital. Cited 27 May 2026. Available at https://www.mckinsey.com/industries/technology-media-and-telecommunications/our-insights/what-digital-really-means
PwC. 2018. Experience is everything: Here’s how to get it right. Cited 27 May 2026. Available at https://www.pwc.es/es/tax-legal-services/assets/pwc-consumer-intelligence-series-customer-experience.pdf
Rita, P., Oliveira, T. & Farisa, A. 2019. The impact of e-service quality and customer satisfaction on customer behavior in online shopping. Heliyon, 5(10). Cited 27 May 2026. Available at https://www.sciencedirect.com/science/article/pii/S2405844019363509
