Greyhound Bus Company

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Greyhound Lines, Inc., headquartered in Dallas, Texas is the only nationwide provider of scheduled intercity transportation in the United States. As seen on Greyhound's web site in 2001 they had more then twenty five million passengers aboard their bus lines and consolidated revenue was $1,022.4 million. Greyhound's fleet consists of more then 2,300 buses which arrive and depart from one hundred and twelve company-operated terminals and approximately one thousand seven hundred agency-operated terminals. In 2001, the number of employees nationwide on payroll was twelve thousand and of that amount, approximately thirty six percent are drivers. Greyhound bus lines operate a vigorous schedule of twenty-four hours a day,
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Considering that the buses are already transporting passengers, revenues derived from transporting packages are mostly profit. At one point revenue produced from delivery of packages amounted to 15% of Greyhound's total revenue, estimated at approximately $90 million annually ( The company is also generating revenue by selling advertising inside and on the sides of their buses. Greyhound has great potential to be successful, however it will need some time to prove that these good ideas are worth the investment.

Marketing Along with the "back-to-basics" strategy the company is also regaining rider ship with its, "take the bus and leave the driving to us" campaign (David, 2001, p.184). This slogan along with its icon running dog is one of North America's most recognized symbols, which can be credited with restoring Greyhound's recognition and popularity as well as enticing passengers.

Information Systems In late July 1993, Greyhound created both the telephone information service and TRIPS. The TRIPS system proved to be a costly investment for the company and two months later the system was discontinued. One of the first decisions by the new management team in 1994, was not to reinvest in the TRIPS system, instead they decided to fully dismantle the airline-style reservation system, and replace it with a more customer focused one. The new system used a "basic" philosophy; customers would simply walk up to the counter, pay for a
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