Mackensen wrote:
Anecdotally, this is consistent with other things I've observed over the past year:
- A consistent branding initiative, including the websites, dining car menus, and timetables. That speaks to a good deal of internal coordination.
This is important. I really scratched my head when the Boardman posse started painting all the new Viewliners in Phase III. Then they started that "Amtrak America" branding. WTF was all that? It made little sense and I was just astounded that the brass had so little to do that they came up with a marginally useful sub-brand related to a throwback striping scheme. Then you have a rash of accidents, some of which were very revealing.
You mean to tell me the group that was messing around with stripes was lax on safety?
Which leads to another interesting point: Don Phillips would not stop lambasting Boardman and I got really tired of it. His work became unreadable. He was at least partially right, but he was unreadable. The dark underside of the Boardman administration was a serious lack of policy, consistency, and reliability.
Edit: Per friendly suggestion from another member, I would like to amend my comments in order to make this a bit more on-topic. All of the above is my commentary about focusing on the core function of the railroad and showing how distraction like stripes and sub-brands lead to a failure to execute on the core priorities, that is running passenger trains safely and efficiently.
The new Acela: It's not Aveliable.