FIGHTING TO WIN

This article discusses InterCity Managing Director Chris Green's policy approach to this major part of British Rail that is now under commercial threat, due to the recession. InterCity's assets generate fixed costs of about U900 million per year. Because of this problem and the efficiency of InterCity's cost reduction programme, Green's strategy is to fight the recession. It is not sufficient for InterCity to win niche markets. It has to concentrate on the standard passenger market, where volume growth is needed, based on regular travel by many passengers. Some new passengers are attracted by special schemes such as the Boots offer, Apex and Leisure First. It is vital not only to sell tickets by marketing, but also to look after customers well during their journeys; the new station Customer Welcome Teams are being made the top customer-care priority. A key to InterCity product development is making it easier to travel. This is being done by: (1) the InterCity Shuttle concept, emphasising frequent convenient trains; (2) Gateway stations, giving easier access to the rail network; (3) from May 1994, a connectional timetable with Regional Railways and Network SouthEast. Green's long-term strategy is to keep InterCity together as some form of national network, even after privatisation.