Comparing present day Call Signs to those prior to my being elected onto the Board, one noticeable difference is just how small the Board members monthly reports were, particularly the sales report. In those days it came from the PRO and usually consisted of one third of a page of repetitive dialogue about the poor coverage in the west and because of it, what was the point in trying to get new business? Exactly why so little was forthcoming, I have no idea. Perhaps they considered that anything they had to say was probably history by the time it was published. Those of you that were on the circuit in those pre-data despatch days will no doubt have fond memories of hearing practically everything that was going on within our Society - in some cases even before Board meetings were finished - just by listening to the idle chatter between drivers and dispatchers!
   Since going data, our circuit has developed beyond anything those early pioneers could have possibly imagined in fleet size, technology and finance. But as with so many success stories, they often come at a price. And in my opinion one noticeable price our Society has paid with the advent of data despatch, has been the loss of camaraderie and with that camaraderie the cause of many of our customer service problems.
   The following may be unconnected, but it's a thought. Pre-data complaints meetings were as frequent as they are today and consisted of the same amount of complainants per meeting. The difference now though is that almost every complaint concerns a client in some form or another, whereas during the pre-data era, there were perhaps just one or two concerning clients, the remainder were driver versus driver.

Camaraderie
I'm not suggesting data despatch is a failure, far from it. We couldn't possibly have reached where we are today if we were still using the old two-way voice system. However, thinking back to when we undertook our fact finding missions into alternative methods of dispatching, perhaps more effort should have been put into discovering what social or human effect the change of working environment could have had on our members and the solutions if any, that were needed.
Driving a cab can be an extremely lonely and isolated existence, even in a place like London and for many of our drivers the old two-way voice system with instant contact to a dispatcher was akin to having company. The buzz, noise and activity, particularly the regular banter going on between drivers and controllers, messages going backwards and forwards, cabs for sale, traffic problems, warnings about the CO's or old bill with hair driers or drivers asking for a fix on a particular street, building, hotel or restaurant etc, in fact many would agree that regularly hearing these fixes increased everyone's knowledge far greater than it is today. There was also a feeling of security and safety, all of which in my opinion created a certain camaraderie from which there was a natural willingness to help each other and a desire to see our circuit become successful.
   I remember during the first month or so of joining the circuit, asking for assistance on two occasions. First was when my cab broke down late at night with an air lock and in no time one of our members had arrived with spanners etc, assisted me in getting the cab working and wouldn't take a penny for helping me. The next occasion, which was more serious, was when I was being threatened with assault and within minutes of asking for help, there were Dial-a-Cab drivers arriving on the scene from all directions.
   Such camaraderie within a trade that is insular by nature, was in my opinion the foundation on which unwritten rules were based and one of the reason's why we were known as the Gentleman's Circuit. There was as much pressure driving a cab then as now, yet rarely did we hear of any of our members being abusive to passengers or being discourteous or unhelpful. Quite the contrary, in fact if one of our members was seen or heard acting outside the rules of our Society by a fellow member, they were likely to find themselves in front of the complaints officer. This no longer happens... Nowadays a worrying number of our members (with the exception perhaps of the 'faces' on the Fins where I believe a form of camaraderie still exists), show far too much self-interest over that of our Society and turn a blind

eye to the wrongdoings of their fellow subscribers.
   Exactly how we can re-build team spirit amongst our members, I cannot say as I have not given it detailed thought, but I honestly believe it to be an area that needs investigation if we are to convince not just our existing clients, but any future prospective clients that might be giving our service a trial, that every member of our society - both shareholders and journeymen - are united in our determination to prove that Dial-a-Cab can give the best service the licensed radio taxi trade can offer.
   Each of you is self-employed and your standards are those you set yourselves. Your Board of management can make suggestions and give guidelines, but we cannot implement them. All we can do is rely on your self-discipline and willingness to give of your best. Ask any board member, be it past or present; what is the most difficult aspect of running a co-operative like ours and they will say the inability to control, direct, pacify or gain total support of nearly 2000 independent, self employed, self regulated subscribers.
   It brings a smile to my face when I remember the anti Plc brigade ranting about the fear that the drivers would sell their shares to Richard Branson. Why on earth would he buy shares in a company where he had absolutely no control whatsoever over his work force!
   Many of you reading this would be justified in taking umbrage at the assumption that I am tarring you all with the same brush. This is not my intention; fortunately, the vast majority of you are a credit to your Society. Unfortunately we are often, albeit unfairly, judged by the lowest common denominator and you don't need me to give examples because I'm sure you can all give many of your own. I will simply end this subject by saying this: Each of you pay your subscriptions, each of you have a responsibility as a shareholder and part of that responsibility is to set standards and to maintain those standards by bringing to task those that violate them.

Threat to Accounts?
Since the loss of a major account that was poached by a competitor, I have had anxious drivers asking if any other clients are under threat. Well, when you lose accounts in the manner in which this one was captured, every account is under threat. At the time of writing I can report that there are no immediate signs that any of our other clients are being tempted by tactics that will inflict more harm on the drivers than the supplying company. However, with a number of contracts due for tender, it's a dead certainty that costs will be a major factor and with it, the possibility that a price war is likely to be declared. The sadness is that it will be the first time I can remember a price war being started by a predator in the trade rather than the clients.
   Admittedly there is a growing concern amongst many of the large corporates of the escalating expenditure of their ground transport services and they are naturally looking at ways in which these can be reduced. We also have been long aware of these concerns and have been diligently working hard to find the solutions to such problems, which I'm pleased to say we have. We've also pre-empted being called to discuss this issue by approaching our clients first. Our tact has been to convince those clients that far greater indirect savings can be made rather than by cutting direct costs such as administration fees or charges that affect our members. We have supported our claims with statistics and visual evidence of our innovative ideas, software and technological investment. Obviously with cost savings being initially intangible, we will need a month or two of taxi usage for the client to make a comparative judgement, but we are confident they will be pleasantly surprised at the results. Needless to say we cannot give details of these facilities for obvious reasons.
   Those of you that work the 'Island' would have noticed a decrease in work from one of our major clients who pre-warned us some months ago about a new policy they were introducing concerning their personnel using cabs. And contrary to the popular belief that the reduction 

in our work was due to a certain PH company using A-class Mercs, this is not exactly true, as we have been assured that the bulk of the work they are doing was previously undertaken by another PH firm.
   With regards new business, we are opening on average between 80 and 100 new accounts each month, many of which emanate via the enquiry page of the Dial-a-Cab Website. However, since the arrival of our new purpose built touch-screen driver  terminal that will allow us to expand our fleet according to requirement (we have equipment to fit 1000 extra cabs if it were necessary), we have decided to restructure our Sales department including an increase in personnel. This will involve a new senior Sales Manager, several senior sales personnel and customer service managers. Whilst I will continue to have buck-stop responsibility in Sales and when necessary along with Brian, involve ourselves with the large corporates, my primary role in addition to Board member duties will be handling tenders and marketing. At this time we feel it necessary to take a pro-active approach in response to the activity of the competition.

New Business Methods
It is also important that you, the members, play your part particularly to any changes that may be made to your normal mode of working. For example, there have been slight rumblings from the usual vociferous few against supporting the dual service we are attempting to operate with ComCab at Goldman Sachs. It is important to understand that this project was a proposal put forward by Goldman Sachs and not us. It is important also to appreciate the considerable work and time put in by numerous personnel from each company at the highest level in trying to make this alliance a success. Because whilst in this instance GS have driven the project, we honestly believe it is the system for the future, a system that will keep our margins at an acceptable level, a system that will give a high level of service, a system that will eradicate the dog-eat-dog price wars and a system that will see the integration of a one-stop-shop of which we will have complete control. We are still fierce competitors and will continue to be so, however we are reaching a stage where some of the corporate banking institutions in London are growing to such a size, that one company tendering as a sole supplier not only puts enormous strain on a single suppliers' fleet, but also on costs if the margins have been cut so low to win the account. Incidentally, it may interest you to know that apposing us for the Goldman Sachs contract is the Alliance of Radio Taxis (London) and Burgundy Cars.
   I am sure that there are many of you out there who have absolutely no idea what it takes to service the likes of JP Morgan, Deutsche Bank, Goldman Sachs, CSFB or MSDW etc. The human, financial and technological resources involved in meeting the requirements of these huge conglomerates, plus the massive responsibility is just enormous. It may also interest you to know that the alliance we are putting together for GS is common knowledge within the City and many of the large corporates are waiting to hear the results. So please remember, those of you that decide not to have the new 'J' (for joint) attribute; you will not only be denying yourself work from GS but many other large accounts as well.
   Getting into bed with a competitor is a big step and it involves a lot of trust. There is a big learning curve for both companies and the past needs to be buried. Particularly so for me, as some of the battles I have had in the past I dread thinking about and equally so with my opposite number at ComCab, although business apart it has never stopped us playing golf together.
Principles and prejudice don't pay the bills.
   My role since I have been on your Board has been to try and put money in your pocket by way of work, any work. My objective along with the Board is to do all we can to protect your future business against threats of any kind, be it within or outside the trade. If it means one solution is to join forces with a major competitor whilst still remaining a competitor, then we would be fools not to give it serious consideration. Who knows, perhaps in the not too distant future there maybe grounds for both circuits using a single branded Taxicard...?

Allen Togwell