Between the amateur and the professional...there is a difference not only in degree but in kind. The skillful man is, within the function of his skill, a different integration, a different nervous and muscular and psychological organization... A tennis player or a watchmaker or an airplane pilot is an automatism, but he is also criticism and wisdom.-Bernard DeVoto, 1897-1955, Across the Wide Missouri

The two oldest professions in the world — ruined by amateurs.-Alexander Woollcott 1887-1943, The Knock at the Stage Door, The Actor and the Streetwalker

Since this issue is our special convention edition, it may be the perfect time to focus attention on the unique position of fleet managers today. They are often maligned, misunderstood, and all too frequently termed unprofessional. These assessments are unfair and stem from the obvious fact that anyone making such a statement simply does not really know the true character of today's fleet manager.

To begin with, most thoughts of the typical fleet manager are colored by the illusion that their companies' cars are their only responsibility. NAFA's survey shows that only two of three members controlling fleets of over 500 cars spend their full time fleet managing. You can be assured that those devoting full time to fleet management do know the difference between a hub cap and a trunk lid. They, as well as a large number of part-time managers, are professionals in every respect. Research shows there may be a couple of thousand fleets with over 500 vehicles. Even though not all have full-time fleet managers, the corporate investment in vehicles is so great that those working as acting fleet managers attain professionalism in their own way. And there are over 10,000 of them.

Fleet managers differ vastly from the typical public vehicle purchaser. In car selection alone, they properly assemble their priorities for choosing one model over another with rational considerations: 1) economy of operation, 2) initial cost, 3) depreciation/resale value, 4) serviceability 5) prestige, and 6) fringe benefits. Compare this reasoning with the way in which the public decides a purchase (in order of importance): 1) need for dependable car, 2) replace undependable car, 3) replace car using too much gas, and 4) wanted additional gas-saving car.

Fleet managers operate as other departmental managers in the corporate structure. They must blend cost-effective acquisition, product utilization, and eventually the disposal of a capital investment. The "product" now carries an average tag of $9,500 and, in many companies, this investment represents more dollars and cost than anything other than their personnel.

Whether fleet managers are full time or part time, they each must maintain an awareness and understanding of rapidly changing automotive technologies, legislation affecting regulation, legal and psychological influences, and a necessary rapport with the financial impact of the fleet, both in initial investment and running costs.

If there are any remaining 'doubting Thomases,' let them ponder the fleet manager's direct burden of constantly upgrading the vital combination of organizational productivity and performance. They truly are a professional lot, and deserve more respect and better recognition from this exciting industry. Fleet management may not be the oldest profession, but today's fleet manager is hardly an amateur.