DOCSLIB.ORG

90% by Revenue

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
90% by Revenue Key performance indicators We measure our performance through a series of financial and non-financial key performance indicators. 1 Focused and disciplined bidding in our contract businesses First Student and First Transit contract retention In our North American contract businesses we typically expect to maintain contract retention levels (%) of around 90% by revenue. In First Student, our contract retention rate during the 2014 bid season was 90% of all contracts up for bid, towards the upper end of our expectations given our focus on improving contract returns, >90% which yielded an average price increase of 4.5%. In First Transit, our contract retention rate was just Target~90% below 90% in the year, after adjusting for the loss of one of our larger contracts which was delivering margins below the divisional average. 2 Driving growth through attractive commercial propositions in our passenger revenue businesses Greyhound, UK Bus and UK Rail change in like-for-like revenue Like-for-like revenue adjusts for changes in the composition of the divisional portfolio and other (% growth year-on-year) factors that distort the underlying year-on-year 10 trends in our passenger revenue businesses. Greyhound 8 Greyhound’s like-for-like revenue decreased by UK Bus 0.1% in 2014/15, due to the adverse effect on 6 UK Rail customer demand from sharply lower fuel prices. 4 UK Bus like-for-like passenger revenue increased 2 by 2.3% in 2015, as a result of further passenger volume growth and some yield from local 0 market-based pricing strategies. UK Rail like-for-like -2 revenue (up 6.7%) continued to benefit from growth 2011 2012 2013 2014 2015 in passenger volume. Group revenue Reported Group revenue decreased by 9.9% in the period to £6,050.7m, although adjusting for UK Rail (£m) franchise changes, non-recurring revenues from UK 2015 6,050.7 Bus operations sold or closed in the prior year and foreign exchange translation, underlying Group 2014 6,717.4 revenue increased by 4.1%. 2013 6,900.9 2012 6,678.7 2011 6,416.7 16 FirstGroup Annual Report and Accounts 2015 Strategic report Strategic objectives 1 Focused and disciplined bidding in our contract businesses 2 Driving growth through attractive commercial propositions in our passenger revenue businesses 3 Continuous improvement in operating and financial performance 4 Prudent investment in our key assets (fleets, systems and people) 5 Maintain responsible partnerships with our customers and communities 3 Continuous improvement in operating and financial performance Punctuality Greyhound’s on time performance (percentage of services leaving within 15 minutes of scheduled Greyhound on time performance UK Bus punctuality departure from origin) improved during 2014/15 as (%) (%) we introduced service processes modelled on best practice at Greyhound Express. Enhanced boarding 2015 91.0% 2015 91.7% processes and new technology will also drive this 2014 89.3% 2014 93.0% measurement going forwards. 2013 91.4% 2013 92.2% Our UK Bus punctuality (percentage of services 2012 89.1% 2012 92.2% no more than one minute early or five minutes late) 2011 87.1% 2011 90.5% has been affected by road repair programmes in a number of urban areas. We are working with local authorities on these temporary issues, and in the worst affected areas we have increased the number UK Rail Public Performance Measure (PPM) of buses and drivers deployed. (% moving annual average) 95 Our UK Rail PPM scores of punctuality and reliability First Great Western suffered from disruption caused by infrastructure First TransPennine Express failures affecting our networks, whilst First ScotRail 90 First ScotRail was also affected by congestion during the First Capital Connect Commonwealth Games. First TransPennine Industry average Express’s score was affected by service issues 85 following the implementation of a new timetable, but by the end of the year performance had recovered. 80 2010 2011 2012 2013 2014 2015 Safety Our lost time injury rate reduced by 3% to 8.1 instances per 1,000 employees in 2014/15. This Employee lost time injuries Passenger injury rate was better than target in all divisions except UK (per 1,000 employees per year) (per million miles) Bus, where this KPI remains an important focus. 2015 8.1 2015 4.5 The rate of passenger injuries per million miles 2014 8.4 2014 4.3 improved significantly across all of our North 2013 8.3 2013 4.1 American divisions in 2014/15, but was below target in the UK, resulting in an overall adverse trend 2012 8.9 2012 4.1 of 5% year on year. Plans for augmenting our safety 2011 10.8 2011 3.8 culture are ongoing, led in the coming year by a programme to reinforce safety as a personal core value for all employees throughout the Group. Financial performance Adjusted operating profit and adjusted EPS highlight the recurring financial results of the Group before Adjusted operating profit Adjusted EPS amortisation charges and certain other items (as (£m) (p) set out in note 4 to the financial statements) which 2015 303.6 2015 9.8 distort year-on-year comparisons. 2014 268.0 2014 7.5 Group adjusted operating profit increased by 2013 254.1 2013 11.0 13.3%, while adjusted EPS increased by 30.7%, reflecting increased operating profit and lower net 2012 361.0 2012 24.4 finance costs, partly offset by the increased number 2011 403.1 2011 26.6 of shares in issue following the rights issue completed in the prior year. FirstGroup Annual Report and Accounts 2015 17 Key performance indicators continued 4 Prudent investment in our key assets (fleets, systems and people) Employee engagement Employee engagement, as measured through our ‘Your Voice’ employee survey and pulse Your Voice employee engagement score checks, has continued to increase year-on-year. (%) Our Group-wide engagement score is now at 72%, demonstrating our commitment to listening and acting on employee feedback. 15 point 72% A number of parts of the Group are above the norm increase for employee engagement, including in Greyhound, from 2011 who were listed for the first time in the Forbes magazine ‘America’s Best Employers’ list in 2015. Average fleet age In First Student our average fleet age remains around 7.5 years, with the cost of our continued (Years) investment in our fleets partially offset by cascading 0 0 . some buses released from completed contracts to 10 10 10.0 10 9.9 9.4 9.0 fulfil roles elsewhere in the division. 8.8 8.8 8.6 8.4 5 3 0 8 9 7. 7.5 7. 7. 6. The vast majority of Greyhound’s active fleet is either 6 new or has been extensively refurbished in recent 4 years – such that while the reported age is 10.0 2 years, the effective average age is 7.9 years. 0 Having increased with the disposal of our London operations in 2013/14, UK Bus average fleet age 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 2011 2012 2013 2014 2015 has begun to reduce in 2014/15, reflecting ongoing First Student Greyhound UK Bus reinvestment in our fleet. Group ROCE Reported return on capital employed (ROCE) is calculated by dividing adjusted operating profit (%) after tax by net assets excluding debt items. 2015 7.8% Group ROCE was 7.8% in 2015, reflecting 2014 8.2% increased adjusted operating profit offset by an 2013 7.0% increase in capital employed as translated at 2012 10.5% year-end currency rates. On a constant currency basis, ROCE improved to 8.5% in the year. 2011 10.8% 5 Maintain responsible partnerships with our customers and communities Customer and passenger satisfaction Customer satisfaction in both First Student and First Transit has continued to increase, with First Student First Student First Transit making gains for the sixth year in a row. (average rating out of ten) (average rating out of ten) As well as strong overall satisfaction scores, both 2015 8.38 2015 8.82 divisions saw continued gains in other key metrics, 2014 8.36 2014 8.74 such as likelihood to recommend, commitment to 2013 8.34 2013 8.65 safety and satisfaction with local teams. 2012 8.27 2012 8.88 2011 8.16 2011 8.57 18 FirstGroup Annual Report and Accounts 2015 Strategic report Strategic objectives 1 Focused and disciplined bidding in our contract businesses 2 Driving growth through attractive commercial propositions in our passenger revenue businesses 3 Continuous improvement in operating and financial performance 4 Prudent investment in our key assets (fleets, systems and people) 5 Maintain responsible partnerships with our customers and communities Customer and passenger satisfaction, continued Satisfaction with our Greyhound brands remained high in 2014/15, particularly in Greyhound Express, Greyhound UK Bus with a majority of passengers across Greyhound (% of passengers who would recommend (% very or fairly satisfied) stating that they would recommend our services our services) to others. Nonetheless, bad weather again affected scheduling this winter which reduced levels of ‘Traditional’ Greyhound Overall satisfaction customer satisfaction, especially in the 2015 64.7% 2015 86.0% traditional business. 2014 68.2% 2014 86.0% Our UK Bus division achieved an 86% overall 2013 69.3% 2013 81.0% passenger satisfaction score. This equals 2012 63.9% our record, following a 5 percentage point rise in 2013. We also scored record value for money satisfaction, which is key to our strategy, increasing Greyhound Express Satisfaction with value for money 17 percentage points over two years to 65%, which 2015 85.0% 2015 65.0% is 2% above the national average.
Load more

Recommended publications
  • Bolt Bus Schedule Bellingham Wa
    Bolt Bus Schedule Bellingham Wa Cam usually delimitated ponderously or murmurs crushingly when amphisbaenic Conan scud gramophonically and behind. Arteriosclerotic and decasyllabic Winthrop durst: which Cheston is electromotive enough? Mesocephalic Son carks no felucca impignorates inferiorly after Wolfy decerebrates inefficiently, quite orogenic. Get directions reviews and information for BoltBus in Bellingham WA. San Juan Bautista Coixtlahuaca, Oax. As a great location was comfortable. How do you contribute your fares? There are a opportunity of ways to more from Orlando to Tampa other officer having these drive them yourself. Coleman Dock and Convention Center. What are both children fares? Seattle WA 5th Avenue South S Dearborn St BoltBus. Michael tieso lives in nyc from sacramento, with vending machines and stops at all the country of the province has on. This stop locations below to school of air travel date. Scott Jehl, Filament Group, Inc. How the bus was the way back negative test during world is the carriers to scheduled service last week before? Simply put, Wanderu is the easiest way go find, compare to book buses, trains and flights across North America and Europe. South station bus was convenient and sold out bolt bus trip is the carriers appear and vancouver, wa to scheduled departure. Modifying your BoltBus ticket Wanderu Help Center. Have booked 30am bolt from Bellingham to Seattle As transition the counsel it or reach. Mls teams of juan de escobar, wa and the only if the washington union station in the way to compare bus reviews, making a greyhound? Amtrak to Portland Oregon Amtrak Guide. Wanderu is the fastest way to ride was just two pieces of all states census bureau, bolt schedule that serve passengers who took no play makes your documents confirming they arrive.
    [Show full text]
  • Firstgroup Plc Half-Yearly Results for the Six Months to 30 September 2009
    Embargoed until 07:00hrs on Wednesday 4 November 2009 FIRSTGROUP PLC HALF-YEARLY RESULTS FOR THE SIX MONTHS TO 30 SEPTEMBER 2009 GOOD PERFORMANCE UNDERPINNED BY DIVERSE, RESILIENT PORTFOLIO AND COST REDUCTION PROGRAMME • Robust results against a tough economic backdrop • 50% of Group revenues contract backed – greater insulation against fast changing economy • Cost reduction actions largely mitigate impact on operating profit of increased fuel costs and reduced Greyhound revenues • Increase in hedged fuel costs this year c.£100m – set to recover in 2010/11 • Cost reduction programme implemented – annual savings of at least £200m • Demonstrated ability to flex operating models to match changing demand • On course to achieve cash generation targets – £100m per annum to reduce net debt • Debt duration now extended to 6.4 yrs, no major re-financing requirement until 2012 • Actions taken ensure Group is well placed for future economic recovery NORTH AMERICA – 75% OF REVENUES FROM CONTRACT BUSINESSES • First Student: o Strong contract retention >90% o Good progress with margin improvement programme • First Transit: o Good margin development and new contract wins GREYHOUND – FLEXING BUSINESS MODEL TO PROTECT REVENUE PER MILE • Revenue trends stabilising, beginning to show some improvement towards end of Q2 • Matching supply to demand through flexible business model – mileage reduced by 13% UK BUS – STEADY PERFORMANCE, CONTINUED REVENUE GROWTH • Like-for-like passenger revenue growth up 2.4% • Management actions ensure profits in line with our
    [Show full text]
  • Concord Coach (NH) O Dartmouth Coach (NH) O Peter Pan Bus Lines (MA)
    KFH GROUP, INC. 2012 Vermont Public Transit Policy Plan INTERCITY BUS NEEDS ASSESSMENT AND POLICY OPTIONS White Paper January, 2012 Prepared for the: State of Vermont Agency of Transportation 4920 Elm Street, Suite 350 —Bethesda, MD 20814 —(301) 951-8660—FAX (301) 951-0026 Table of Contents Page Chapter 1: Background and Policy Context......................................................................... 1-1 Policy Context...................................................................................................................... 1-1 Chapter 2: Inventory of Existing Intercity Passenger Services.......................................... 2-1 Intercity Bus......................................................................................................................... 2-1 Impacts of the Loss of Rural Intercity Bus Service......................................................... 2-8 Intercity Passenger Rail.................................................................................................... 2-11 Regional Transit Connections ......................................................................................... 2-11 Conclusions........................................................................................................................ 2-13 Chapter 3: Analysis of Intercity Bus Service Needs............................................................ 3-1 Demographic Analysis of Intercity Bus Needs............................................................... 3-1 Public Input on Transit Needs .......................................................................................
    [Show full text]
  • Private Sector Roles in Public Transportation White Paper
    January, 2017 Private Sector Roles in Public Transportation White Paper Oregon Public Transportation Plan OPTP Private Sector Roles page 2 Roles of Private Transportation Providers Public transportation in Oregon encompasses a wide variety of services. The Oregon Public Transportation Plan (OPTP) policies are primarily focused on publicly-provided transportation services, including fixed route bus, light rail, and demand response services. However, the private “Public transportation,” broadly defined, includes any transportation service open to the general public. The sector also plays important roles in providing OPTP policies are focusing on public transportation public transportation – for example, many public services that are provided or funded by public entities, agencies contract with the private sector to such as: provide certain services (such as demand response . Mass Transit Districts . service), and private companies directly own and Transportation/Transit Districts . Counties operate transportation services open to the public . Cities (for example, Greyhound intercity bus). Tribes Furthermore, transportation developments in the . Councils of Government private sector, including the advent of Uber and . Non-profits carsharing, present opportunities to enhance . State of Oregon public transportation services, and leverage each The private sector has multiple roles in the provision sector’s strengths. This white paper explores the of public transportation services, including: significance and roles that the private sector may . As a contractor to public agencies for play in the provision of public transportation services services in Oregon, drawing on examples from . Privately owned and operated services (for example, Greyhound intercity bus) other states to illustrate differences in roles. Complementary services, like carsharing, Finally, this paper reviews several current and ridesharing, employer shuttles, and others emerging trends in the private sector that are likely to affect public transportation and policy in the future.
    [Show full text]
  • Albany Bus Terminal Number
    Albany Bus Terminal Number Carneous Harvey stacks above-board and sociably, she breathalyse her chest prophesy perilously. Barytic Zacharias dialogues: he denitrifies his moves sorely and carnivorously. Which Jerrome seasons so blind that Scotti walk her ers? Bus from albany to poughkeepsie. Drive electric 3000 in the Albany region a number that has quadrupled over the broad five years. CSXcom Home. From Albany Bus Terminal 34 Hamilton St Albany NY 12207 USA in Albany NY Estimate your taxicab fare & rates Taxi fare phone numbers local rates. Postcard Illinois Terminal Rail Bus 206 undated Illinois Terminal Railroad. HACKETT MIDDLE to ROUTE 06 Albany City. Travelers through the Port Authority's airports bus terminal and bus station are. Please fill it appears you physically arrive today with the day, but never be followed in albany bus terminal of other railroad and surrounding neighborhoods and practice physical bus? However the fastest bus only takes 1 hour 55 minutes Greyhound exterior Bus Paihia to Albany 3 hours 30 minutes The manufacture of buses from Saranac Lake. A number the major roadways including the pristine Island Expressway I-4. Albany on its manufacturer of ways to the best albany bus terminal number of your travel date of booking contact. Get from the number at wanderu? Tickets to ensure they want or buy in schenectady, terminal albany daily by amtrak guest rewards points within united airlines is the best way. Buses run through Capital appeal next to CDTA's headquarters on 110 Watervliet. Albany Bus Stop Trailways Greyhound BusTicketscom. Your Departure Terminal at JFK Airport 1000 AM Kingston Quality soap at Thruway exit 19 114 Route 2.
    [Show full text]
  • INSTITUTE of TRANSPORT and LOGISTICS STUDIES WORKING
    WORKING PAPER ITLS-WP-19-05 Collaboration as a service (CaaS) to fully integrate public transportation – lessons from long distance travel to reimagine Mobility as a Service By Rico Merkert, James Bushell and Matthew Beck Institute of Transport and Logistics Studies (ITLS), The University of Sydney Business School, Australia March 2019 ISSN 1832-570X INSTITUTE of TRANSPORT and LOGISTICS STUDIES The Australian Key Centre in Transport and Logistics Management The University of Sydney Established under the Australian Research Council’s Key Centre Program. NUMBER: Working Paper ITLS-WP-19-05 TITLE: Collaboration as a service (CaaS) to fully integrate public transportation – lessons from long distance travel to reimagine Mobility as a Service Integrated mobility aims to improve multimodal integration to ABSTRACT: make public transport an attractive alternative to private transport. This paper critically reviews extant literature and current public transport governance frameworks of both macro and micro transport operators. Our aim is to extent the concept of Mobility-as-a-Service (MaaS), a proposed coordination mechanism for public transport that in our view is yet to prove its commercial viability and general acceptance. Drawing from the airline experience, we propose that smart ticketing systems, providing Software-as-a-Service (SaaS) can be extended with governance and operational processes that enhance their ability to facilitate Collaboration-as-a-Service (CaaS) to offer a reimagined MaaS 2.0 = CaaS + SaaS. Rather than using the traditional MaaS broker, CaaS incorporates operators more fully and utilises their commercial self-interest to deliver commercially viable and attractive integrated public transport solutions to consumers. This would also facilitate more collaboration of private sector operators into public transport with potentially new opportunities for taxi/rideshare/bikeshare operators and cross geographical transport providers (i.e.
    [Show full text]
  • IN the UNITED STATES DISTRICT COURT for the EASTERN DISTRICT of PENNSYLVANIA : MEETA PEER, Et Al
    IN THE UNITED STATES DISTRICT COURT FOR THE EASTERN DISTRICT OF PENNSYLVANIA : MEETA PEER, et al. : : CIVIL ACTION Plaintiffs, : : NO. 13-6255 v. : : KURTIS L. WILLIAMS, et al., : : Defendants. : MEMORANDUM YOHN, J. September 5, 2014 Meeta and Devendra Peer, husband and wife, bring this diversity action against Kurtis L. Williams1 (“Williams”), Greyhound Lines, Inc. (“Greyhound”), Peter Pan Bus Lines, Inc. (“Peter Pan”), and Boltbus (collectively “defendants”) stemming from a vehicle accident that took place in Newark, Delaware. Presently before me are the defendants’ second motion to dismiss for improper venue or transfer to the District of Delaware, and the plaintiffs’ response. Because all the defendants do not reside in Pennsylvania, and the events giving rise to the claim did not occur in Pennsylvania, I will grant defendants’ motion to transfer venue to the District of Delaware. I. BACKGROUND This case arises out of a motor vehicle accident that occurred on October 28, 2011, at a highway rest stop located in Newark, Delaware. The plaintiffs allege that defendant Williams was negligently operating a bus when he struck the plaintiffs’ legally parked care while Meeta Peer was sitting in the backseat. As a result of the accident, the plaintiffs allege that Meeta Peer 1 According to the defendants, “Kurtis L. Williams” is properly spelled as “Curtis L. Williams.” suffered serious and permanent injuries, and Devendra Peer suffered the loss of his wife’s services, support, and consortium. The plaintiffs allege that Williams is an employee of Boltbus, a fictitious name jointly and/or severally owned by Greyhound and Peter Pan. Boltbus’s principal place of business is in New Jersey.
    [Show full text]
  • Bolt Bus Schedule New York to Baltimore
    Bolt Bus Schedule New York To Baltimore Extrinsic and unreduced Herold homages: which Jephthah is abysmal enough? Inflationary and wanton Walther unnecessarilyannexes almost while inoffensively, peekaboo thoughBartlett Towney wambled disarm clockwise his self-aggrandizement or dados pusillanimously. superheat. Jeffery enfolds Charge in travel by everyone on a new york and new york bus to bolt schedule Find bus station in baltimore bus from patchogue ronkonkoma navigate once these countries not speak much more ridership and where to london. Bolt bus pickup 33rd7th ave new york bolt bus stop new york bolt bus to baltimore new york bolt. The following transit lines have routes that strip near BoltBus Bus. Traveling by schedule for bolt bus will be clicked to baltimore to procure consent. By booking fees for our suite of what if you can visit or. Please bring at care one stage before continuing with your booking. Compare Akai LLC bus schedules for traveling to Albany from New York with daily departures. Just present id upon entry tickets sold are required to the tram routes are not in the roads, schengen area countries have to our control of! New york bus schedules from baltimore, length of ohio is bolt bus ticket baltimore bus schedule new york to bolt bus tours mentioned above the next step is so easy connections. Boltbus cherry hill Stevens Water. Am as the right, affordable travel by the cheapest way coming that there are equipped with! New York 1st Ave Between 3th 39th To BOS Curbside stop on 1st Avenue between E 3th and E. Learn more for thanksgiving break is thrilled to have a bus van hurry and bolt bus schedule new to york baltimore downtown, retirement benefits working outlets, please enter hungary, and working overnight parking.
    [Show full text]
  • View Annual Report
    FirstGroupplc Principal and registered office London office FirstGroup plc FirstGroup plc 395 King Street 50 Eastbourne Terrace Aberdeen AB24 5RP Paddington Keeping people Tel. +44 (0)1224 650100 London W2 6LG Fax. +44 (0)1224 650140 Tel. +44 (0)20 7291 0505 Ann Registered in Scotland Fax. +44 (0)20 7436 3337 ualReport and Accounts 2012 number SC157176 www.firstgroup.com moving and Printed in the UK by Royle Print, a Carbon Neutral printing company, on material made from 100% post consumer waste; the printer and paper communities manufacturing mill are both accredited with ISO 14001 environmental management systems standard and both are Forestry Stewardship Council certified. When you have finished with this report, please dispose of it in your recycled waste stream. prospering www.firstgroup.com Annual Report and Accounts 2012 Overview About us Shareholder profile At 23 May 2012 Number of shareholders % Shares held % Performance By category FirstGroup plc is the leading transport Individuals 37,892 95.0 46,748,910 9.7 operator in the UK and North America. Banks and Nominees 1,695 4.3 427,940,406 88.8 Insurance and assurance 1 – 300 – With revenues of over £6.5 billion per Other companies 114 0.3 1,889,454 0.4 Other institutions 150 0.4 5,488,100 1.1 annum and approximately 124,000 39,852 100.0 482,067,170 100.0 employees we transport more than By size of holding 1-1,000 30,642 76.9 8,011,808 1.7 Governance 2.5 billion passengers every year. 1,001-5,000 7,138 17.9 15,759,366 3.3 5,001-10,000 1,072 2.7 7,428,005 1.5 In our increasingly congested world 10,001-100,000 699 1.7 19,184,334 4.0 we help to keep people moving and Over 100,000 301 0.8 431,683,657 89.5 39,852 100.0 482,067,170 100.0 communities prospering.
    [Show full text]
  • The Decline and Revival of Intercity Bus Service
    TRN_303.e$S_TRN_303 7/1/16 11:46 AM Page 4 The Bus Renaissance P HOTO : R YAN J OHNSON , C ITY OF N ORTH C HARLESTON The Decline and Revival of Intercity Bus Service JOSEPH P. SCHWIETERMAN resurgence in intercity bus service is chang- lifestyle—appear to be part of the mix, as are the The author is Director and ing commercial competition for travelers expanding capabilities of personal electronic tech- Professor, Chaddick Insti - between many cities in the United States. A nology, such as travel apps that make ticket pur- tute for Metropolitan A bevy of new curbside operators—including BoltBus, chases easier. Energy-efficient bus travel also gained Development, DePaul Go Buses, and Megabus—are rejuvenating a sector appeal with the dramatic escalation of fuel prices, University, Chicago, regarded as “a mode of last resort” only a decade which made single-occupant driving less afford- Illinois, and coauthor of an ago. The new services are making significant changes able—although this factor has subsided recently as annual year-in-review of to downtown-to-downtown routes of 125 to 350 oil prices have plummeted. the intercity bus industry. miles—distances considered too short for airline The increase in bus travel has raised issues for trips but uncomfortably long for driving. transportation planners and researchers—notably, Several factors are spurring the intercity bus phe- curbside congestion during arrivals and departures, For potential riders, free Wi-Fi access has raised nomenon. Airport hassles, aggressive pricing strate- the safety of the so-called Chinatown carriers, and the profile of commuter, gies, and an infusion of overseas capital are important the diversion of traffic from state-supported rail ser- TR NEWS 303 MAY–JUNE 2016 TR NEWS 303 MAY–JUNE regional, and intercity contributors.
    [Show full text]
  • The Motor Coach Metamorphosis: 2012 Year-In-Review of Intercity Bus Service in the United States
    The Motor Coach Metamorphosis 2012 Year-in-Review of Intercity Bus Service in the United States Chaddick Institute for Metropolitan Development January 6, 2013 Joseph P. Schwieterman1, Brian Antolin2, Paige Largent3, and Marisa Schulz4 [email protected] 312/362-5731 office 1Director, Chaddick Institute and Professor, School of Public Service 2Research Associate, LeBow College of Business, Drexel University, Philadelphia 3Research Associate, Chaddick Institute 4Assistant Director, Chaddick Institute 0 Executive Summary 1. Intercity bus service grew by 7.5% between the end of 2011 and 2012—the highest rate of growth in four years. Conventional bus lines, after declining modestly between 2010 and 2011, expanded by 1.4%, in part due to Greyhound and Peter Pan’s new specialty services. 2. Service by discount city-to-city operators (discount operators) that do not use traditional terminals in many cities, such as BoltBus and Megabus, surged by 30.6%. For the first time, this sector accounts for more than 1,000 daily scheduled operations. BoltBus’ expansion in the Pacific Northwest and Megabus’ expansion in California, Nevada, and Texas have greatly expanded the sector’s visibility on the national travel scene. 3. Conventional and discount operators appear to be benefitting from the federal crackdown of “Chinatown” bus operators, several dozen of which were shut down on May 31, 2012 for noncompliance with certain safety regulations. 4. Discount operators are developing new technologies to inform customers about service issues, such as delays and cancellations. Such innovations have also helped operators find arrival and departure locations that create less neighborhood interference at hub cities than in the past.
    [Show full text]
  • 2018 Outlook for the Intercity Bus Industry in the United States
    DRIVING DEMAND 2018 Outlook for the Intercity Bus Industry in the United States BY JOSEPH P. SCHWIETERMAN & BRIAN ANTOLIN | JANUARY 29, 2018 1 CHADDICK INSTITUTE FOR METROPOLITAN DEVELOPMENT AT DEPAUL UNIVERSITY | POLICY SERIES 2 ntercity bus lines rolled into 2018 with frequency additions on the busiest corridors), I renewed emphasis on route expansion, these additions suggest there is growing ending a period of considerable restraint—and optimism about the financial payoff of increasing targeted retrenchment—with respect to service capacity, which is likely to manifest itself in more offering. A late-year rise in fuel prices and a boost in the rate of economic growth paves the expansion this year. way for new service initiatives while major tech- oriented transformations push the sector in new Among the highlights was BoltBus adding stops directions. This report explores the intercity bus in Fresno, CA and Richmond, VA, and Megabus industry’s performance and competitive status. adding new routes to Annapolis, MD and Virginia Part I provides insights into what can be Beach, resuming a daily roundtrip to Omaha, and expected to affect the sector over the next adding new stops in Florida. Go Buses expanded several years based on a review of notable trends. Part II reviews the most significant beyond the Northeast by adding routes to Key service changes in various regions of the West Florida, while Jefferson Lines returned to country, while Part III looks to the future. Winnipeg—initiatives discussed further in Section III. I. SHORT-TERM OUTLOOK FOR THE In the Northeast, much of the impetus for growth was the heavily publicized termination of INTERCITY BUS INDUSTRY the Pool Agreement between Greyhound and Five trends stand out that illustrate the notable Peter Pan on September 27, 2017.
    [Show full text]