Who owns the London taxi brand and where should it go next?
The London taxi brand is one of the most recognisable transport identities in the world. Its presence in films, travel guides, and tourism marketing has made it a symbol of the capital itself. But beyond the visibility and reputation lies a more complex question: who owns the brand, and how can it be developed in a way that protects its future?
Brand strength in any sector is built over time through reliability, quality, and public trust. For the London taxi service, this has been earned over hundreds of years. It’s a legacy brand. But a brand is only valuable if it continues to mean something to the people who use it. That means it must be marketed, maintained, and protected — even if it was never deliberately created through traditional branding methods in the first place.
A historical brand like the London taxi service isn’t easy to market using standard commercial techniques. It’s not a product that can be rebranded every few years to match trends. Its strength comes from consistency. The uniform design, the standard of service, and the deep knowledge of its drivers are all baked into the brand identity. But that doesn’t mean it should stand still.
Modern branding requires a clear message. In the case of the taxi trade, that message is reliability, professionalism, and heritage. These are qualities that differentiate it from other transport services. They need to be communicated clearly to both Londoners and tourists. Digital platforms, social media, and targeted campaigns could all play a role — but only if the message remains authentic to what the trade represents.
So who actually owns the brand? Is it the manufacturers who design and build the vehicles, like LEVC? Or is it the drivers who deliver the service, day in, day out?
In practice, both have a stake, but neither holds full control. The vehicle manufacturers shape part of the brand’s image — particularly through design and innovation. But a cab is only part of the equation. Without the drivers, the service doesn’t exist. The Knowledge, the standard of conduct, the uniformity of experience — all these sit with the driver.
In that sense, the brand is owned by the trade itself. The drivers are the face of the brand. They are the daily point of contact for the public. If standards drop or service falters, it’s the drivers the public will notice first. That makes the trade collectively responsible for upholding and improving the brand.
To strengthen the brand, the industry needs to define who it’s trying to reach. Tourists already view black cabs as a trusted part of the London experience. But Londoners are now presented with more transport options than ever before. Ride-hailing apps have changed habits and raised expectations around cost and convenience.
This is where the trade must focus. Highlighting the differences — such as the safety, journey speed, training, accessibility, and trust that come with licensed taxi services — is key. These are not features easily replicated elsewhere. But they must be communicated in modern ways. That means embracing digital booking, improving visibility online, and actively promoting the values that set the taxi trade apart.
Long-term brand value also depends on unity. A clear, joined-up approach across regulators, manufacturers, driver organisations, and booking platforms can help project a more modern and cohesive identity. If each part of the trade pulls in a different direction, the message is more likely to get lost.
The London taxi brand is a valuable asset. But like any brand, it needs investment — not just financially, but in strategy, image and direction. It can’t rely on past reputation alone. To maintain its position, the trade must decide what the brand should represent today, and how it will be recognised tomorrow.
