Intercity in Britain is operating through the 1980s in an increasingly de-regulated transport sector. Within this competitive environment, Intercity is able to win about 10% of the leisure travel market and 30% of the smaller business travel market. Overall growth in travel markets is expected to be limited, with a number of factors not moving in Intercity's favour. Initiatives are needed therefore simply to retain established market share. The review of Intercity has identified some major product strengths (speed, comfort, safety) and some weaknesses (customer service, access). The strategy which emerged is one of concentration, with attention to the price/volume relationship, product improvements to meet customer requirements and an attention to productivity. Sector management, with a director responsible for Intercity's bottom-line financial performance, is the mechanism by which this strategy is to be implemented. (Author/TRRL)

Media Info

  • Features: Figures; References; Tables;
  • Pagination: p. 59-68
  • Serial:

Subject/Index Terms

Filing Info

  • Accession Number: 00457240
  • Record Type: Publication
  • Source Agency: Transport Research Laboratory
  • Files: ITRD, TRIS
  • Created Date: Jul 31 1988 12:00AM