| Yes it’s true! As
disappointing as it is to report, with effect from the 1st May we will no longer be
servicing the McKinsey & Co. account. Having given them the ultimate in taxi service
for the last ten years, why did they make the decision to move?
Since moving into their new building in Jermyn Street, it
has been discussed on many occasions that they would at some time go to tender. Unlike
previous years when all they did was to obtain written quotations from the other circuits,
this year they were not prepared to do anything less than a full-blown tender. They
brought in an outside consultant to lead the project team that also consisted of a new
purchasing manager. Adopting this policy ensures that all the companies participating in
the tender are on a level playing field.
In the notification letter sent to us, they felt that cost was not the reason
for us losing their business, but that their decision was based more on the fact that we
had nothing new to offer them. This took us by surprise because, during the tender period,
they asked us constantly on how we could improve the service we were providing. McKinsey
& Co. were receiving from us the ultimate in taxi service. From the control room side
of their operation, they were the only company in London who had an individual assigned to
answering their calls between the hours of 08:00 and 20:00. They would not permit us to
use any call taker other than our most experienced to handle their work and this method of
operation saved their receptionists valuable time. The only information we took from their
staff was a reference for the trip, passengers name, the destination and whether or not it
was a pre-booking. Total time spent making the call was less than 30 seconds. |
Our call taker was also given access to view and monitor
the rank to ensure that the drivers were alerted when spaces on the rank became available.
They were instructed to monitor jobs in the system and alert the controllers if it looked
as if we were having problems picking up away from Jermyn Street. As you also know, the
call taker could send fleet messages which, along with the service provided by the driver,
enabled us to have response times to Jermyn Street of two minutes.
We have looked long and hard at the Computer Cab system and at what it can
offer. I believe their meter interface played more of a factor than we had imagined. With
a meter interface, it is not necessary for the driver to enter manually the cost of the
journey. The computer reads the meter at the end of a ride. This facility is, without
doubt, a comfort factor for the customer.
We had an unfortunate incident some two weeks prior to McKinsey making their
decision. One of our drivers made the mistake of pressing the wrong keys and I can only
presume that they were watching for this because they brought it to our attention the
following day. Had they waited to see what appeared on the invoice they would have seen a
credit for the overpayment declared by our driver.
Over the years, we suggested they take up using our Charge Card facility.
This was always turned down. We have found out that the May closure date is because
Computer Cab need that time to produce Cabcharge cards for all of |
McKinsey’s staff. The
only reason I can think of why they did this is the security that has been designed within
the Mobystar system. Although we are able to offer an identical card facility, our system
is designed in a way that it allows drivers to forget to follow certain procedures. The
issue of satellite dispatch, we know, did not make the slightest bit of difference. Using
our method of dispatching work to cabs on a rank was far more accurate and speedier than
selecting the nearest cab.
What is needed then to ensure a similar situation doesn’t arise again?
My belief is that we need the new terminal to incorporate an interface with the taxi meter
and I hasten to add that the Board have given the go-ahead to test some prototypes. A new
terminal together with software enhancements to the dispatching system, will bring us back
on an even keel.
But what if other clients decide to adopt a similar stance to McKinsey? What
have we got to offer? It’s blatantly clear we need something new to sell. Two years
ago we spoke of alternative transport. In David Adelman’s article in last
month’s Call Sign, he informed you of the questions clients are asking. The clients
he referred to are in the top ten taxi user bracket in London and collectively their spend
runs into millions. They are all looking for the same service - a one stop shop. The
question is; will it be us leading or will we follow someone else? Had this already been
in place would we have held McKinsey????
Keith Cain |
