Page 21
Call Sign October 2011
Every issue of Call Sign takes a look back at ODRTS history through the pages of the magazines of
the time with a flashback
DIAL-A-CAB FLASHBACK
This month's Flashback returns to August 1987
even halfway through the task! Hopefully it will
be worth it. The system is scheduled to go live
and to a time when Dial-a-Cab were preparing
early next year and it will make this Society
Flash
to go data...
ba
the second most advanced radio taxi circuit
1987 ck
in the world behind Blue Bell in Texas...
From Call Sign, August/September 1987
Data Dispatch here we come!
Since the signing of the contract with Mobile Data International
(MDI) of Vancouver, things have been moving at a fair old trot! An
assortment of taxi meters of all shapes and sizes have been pur-
chased by MDI, wiring diagrams of those meters obtained along with
wiring maps of all Carbodies taxis and of course the Metro Cammel
Wayman cab.
A mobile data terminal, especially designed for ODRTS, has been
submitted to the PCO for their initial view and the helpful advice
given by them has been paramount in our getting closer to the day
when full approval can be given to the data dispatch system.
Whilst we do not pretend to understand the complexities of our
soon-to-be conversion to data from voice dispatching, we have to
admire the patience of the two Board members whose job it is to
enter the name of every street reference in London into a database
that will then act as a guide as to driver's pick-ups.
Johnny Saunders and Steve Sanders entering thousands of
Both Johnny Saunders (B20) and Steve Sanders (G02) have
street reference into a database
been working flat out for several weeks already and claim to be not
MBH Chief Executive Officer John Russell writes about...
Manganese Bronze The Future!
The company has made significant progress in recent times. The benefits of the re-structuring are returning the
TX4 business to profitability and the relationship with Geely continues to strengthen as evidenced by the recent
signing of the agreement for the company to distribute Geely's range of cars in the UK (see Manganese agree-
ment with Geely September Call Sign).
We have many opportunities to develop in the future, but it is important that we marshal our resources in the
most effective manner possible and make the most of these opportunities. We have reviewed our strategy for the
company and identified four areas of potential that we wish to pursue. Firstly there is the core, current TX4 business
in the UK and International markets. We need to continue to nurture and grow this business by focussing on the
key issues of effective team working with SLTI (Shanghai) and improvements in quality and sales. Secondly there is
the opportunity to broaden and grow our presence in the world taxi market by launching successfully the new
TXN saloon car taxi. Thirdly, there is the opportunity to grow our business in a different sector of the automotive
market, distributing Geely's expanding range of cars in the UK. We are all aware of the success that the Korean
brands of Kia and Hyundai have had and we can work with Geely to achieve similar success in the future. Finally
there will be other opportunities to partner Geely and create business growth opportunities in many other areas.
If we are to make a success of all these opportunities, we need to ensure we have the right resources in
place, including and starting with organisational structure. To begin the process and with immediate effect,
we are redefining the roles and responsibilities of the leadership team to make best use of the many and var-
ied skills of the team and ensure that each of the key strategies is appropriately managed.
Peter Shillcock, reporting to me, will focus on the engineering, manufacturing, quality and purchasing
functions and in particular create a new capability within these functions to address the significant growth
John Rus
in product development activity, which will far exceed anything in our history. Peter continues in his dual
sell
right reso : "Need to have th
role as Managing Director of The London Taxi Company and COO of MBH PLC and Board Director. Peter is
urces in p
e
currently undertaking a review of his organisation in order to align the structure with the key work streams
lace...."
and planned activities and an announcement of the outcome of this review will follow in the near future.
Also reporting to me will be:
George Zhao, the Deputy CEO who will continue in his current role, but who will be developing with Gang Wei an effective structure within SLTI and Geely
to improve team working and support the delivery of our key strategies.
Finance Director Tony Pearman continues his current role and Matthew Cheyne, the International Director will continue to be responsible for the current
TX4 International markets and the launch of TXN. Matthew will also now be responsible for the distribution of Geely cars in the UK and the commercial aspects
of any other new business ventures with Geely.
Rob Laidler is now responsible for all Sales & Marketing activities in the UK and aftersales worldwide. Gang Wei, Strategy and Director Business Development
and Company Secretary Mark Devlin will both continue in their current roles.
These changes are the first stage of a process to ensure that we have the right resources and plans to deliver our strategies. The leadership team will now
commence discussions with their teams to take this process to the next stage and will consult widely to ensure that we correctly staff the key activities we need
to undertake and ensure that employees have the best possible opportunity for personal development.
We have weathered very tough times in recent years and come through thanks to the support of Geely and the remarkable contribution of the people in this
company. I am confident that the future offers tremendous opportunities for business improvement and it is up to us all to make the most of these opportunities.
John Russell
Chief Executive Officer
