|Slogan||Go Greyhound and Leave the Driving to us!|
|Founded||1914 by Carl Wickman|
350 North Saint Paul Street
Dallas, Texas, U.S.
|Service area||United States, Canada, and Mexico|
|Service type||Intercity coach service|
|Alliance||Trailways, Jefferson Lines, Indian Trails, Peter Pan Bus Lines, and others|
|Routes||123 routes (includes Greyhound Express, Greyhound Express and NeOn routes)
3 YO! Bus routes
|Hubs||Dallas, St. Louis, Chicago, Atlanta, Richmond, Miami, Denver, Los Angeles, and others|
|Fleet||1,229 motorcoaches mostly MCI 102DL3, G4500, D4505 and Prevost X3-45|
|Chief executive||David Leach|
Greyhound Lines, Inc., usually shortened to Greyhound, is an intercity bus common carrier serving over 3,800 destinations across the United States, Canada, and Mexico. Founded in Hibbing, Minnesota in 1914, and taking the name The Greyhound Corporation in 1929, the company has been based in Dallas, Texas since 1987. Currently, British transportation company FirstGroup owns and operates Greyhound as a division of FirstGroup America.
Along with its flagship Greyhound brand (and the subsidiary Greyhound Express and Greyhound Connect brands), the company also jointly operates BoltBus, YO! Bus and the NeOn bus service with other carriers.
- 1 History
- 1.1 Early years (1914-1930)
- 1.2 1930–1945
- 1.3 Expansion and diversification (1945–1983)
- 1.4 Consolidation, strikes, and bankruptcies (1983–2001)
- 1.5 Laidlaw years (2002–2007)
- 1.6 FirstGroup ownership (2007–present)
- 1.7 Overbooking
- 2 Services
- 3 Other brands and partnerships
- 4 Security
- 5 Fleet
- 6 Stations
- 7 Notable incidents and accidents
- 8 In popular culture
- 9 See also
- 10 References
- 11 Further reading
- 12 External links
Early years (1914-1930)
Carl Eric Wickman was born in Sweden in 1887. In 1905 he moved to the United States where he was working in a mine as a drill operator in Alice, Minnesota, until he was laid off in 1914. In the same year, he became a Hupmobile salesman in Hibbing, Minnesota. He proved unable to sell the car. In 1914, using his remaining vehicle, a 7-passenger car, he began a bus service with Andy (Bus Andy) Anderson and C.A.A. (Arvid) Heed, by transporting iron ore miners from Hibbing to Alice (known for its saloons) at 15 cents a ride.
In 1915 Wickman joined forces with Ralph Bogan, who was running a similar service from Hibbing to Duluth, Minnesota. The name of the new organization was the Mesaba Transportation Company, and it made $8,000 in profit in its first year.
By the end of World War I in 1918, Wickman owned 18 buses and was making an annual profit of $40,000. In 1922, Wickman joined forces with Orville Caesar, the owner of the Superior White Bus Lines. Four years later, Wickman acquired interests in two West Coast operations, the Pickwick Lines and the Pioneer Yelloway System.[clarification needed]
In 1926 Wickman's bus operations became known as Greyhound Lines. An important moment in Greyhound's history came when Ed Stone set up a route from Superior, Wisconsin to Wausau, Wisconsin. The Greyhound moniker can be found in a story that during his inaugural run, passing through a small northern Wisconsin town, Stone saw the reflection of the 1920s era bus in a store window, which reminded him of a greyhound dog and he adopted that name for that segment of the Blue Goose Lines, as the Wickman lines were then known; later the entire system became Greyhound. Stone later became General Sales Manager of GM's Yellow Truck and Coach division, which built Greyhound buses. (At the Greyhound Bus Museum in Hibbing, a plaque displays this information.) Wickman, as the president of the company, continued to expand it so that by 1927, his buses were making transcontinental trips from California to New York. In 1928, Greyhound had a gross annual income of $6 million.
In 1929, Greyhound acquired additional interests in Southland Transportation Company, the Gray Line, and part of the Colonial Motor Coach Company to form Eastern Greyhound Lines. Greyhound also acquired an interest in Northland Transportation Company, and renamed it Northland Greyhound Lines.
Wickman's business suffered during the Great Depression, and by 1931 was over $1 million in debt. As the 1930s progressed and the economy improved, the Greyhound Corporation began to prosper again. In 1934, intercity bus lines (of which Greyhound was the largest) carried approximately 400,000,000 passengers—nearly as many passengers as the Class I railroads. The 1934 hit film, It Happened One Night, the first movie to win the Big Five Academy Awards, centered on an heiress traveling by Greyhound bus. The movie is credited by the company for spurring bus travel nationwide. In 1935, national intercity bus ridership climbed 50% to 651,999,000 passengers, surpassing the volume of passengers carried by the Class I railroads for the first time. In 1935 Wickman was able to announce record profits of $8 million. In 1936, already the largest bus carrier in the United States, Greyhound began taking delivery of 306 new buses.
To accommodate the rapid growth in bus travel, Greyhound also built many new stations in the period between 1937 and 1945, most of them in a late Art Deco style known as Streamline Moderne. In 1937, Greyhound embarked on a program of unifying its brand identity by acquiring both buses and terminals in the Streamline style. By the outbreak of World War II, the company had 4,750 stations and nearly 10,000 employees.
Expansion and diversification (1945–1983)
Wickman retired as president of the Greyhound Corporation in 1946, being replaced by his long-time partner Caesar. Wickman died at the age of 67 in 1954.
After World War II, and the building of the Interstate Highway System beginning in 1956, automobile ownership and travel became a preferred mode of travel in the United States. Along with a similar downward trend in public transportation in general, ridership on Greyhound and Trailways bus routes began a long decline.
Greyhound leadership saw the trend and began significant changes, including using the profitable bus operations to invest in other industries. By the 1970s, Greyhound had moved its headquarters to Phoenix, Arizona and was a large and diversified company, with holdings in everything from the Armour meat-packing company (which in turn owned the popular Dial deodorant soap brand), acquired in 1970; Traveller's Express money orders, MCI bus manufacturing company, and even airliner leasing. Indeed, Greyhound had entered a time of great change, even beginning to hire African American and female drivers in the late seventies.
For many young people from Europe, Greyhound was the way they got to know America because of a special unlimited mileage offer: "99 days for US$99" (equal to $789.22 today) or, in other words, a dollar a day (equal to $7.97 today), anytime, anyplace, and anywhere (the offer was similar to a now-defunct pass offered by Greyhound called the North America Discover Pass.)
Consolidation, strikes, and bankruptcies (1983–2001)
1983 Greyhound drivers' strike
In 1983, Greyhound operated a fleet of 3,800 buses and carried about 60 percent of the United States' bus-travel market. Starting November 2, 1983, Greyhound suffered a major and bitter drivers' strike with one fatality in Zanesville, Ohio, when a company bus ran over a worker at a picket line. A new contract was ratified December 19, and drivers returned to work the next day.
Spin-off, merger, and first bankruptcy (1986–1990)
By the time contract negotiations with the Amalgamated Transit Union (ATU) were due again at the end of 1986, the bus line had been spun off to new owners, and the former parent company had changed its name to the Dial Corporation. Greyhound Lines had returned to being solely a bus transportation company. Under CEO Fred Currey, an executive recruited from rival Continental Trailways, Greyhound's corporate headquarters relocated to Dallas, Texas.
In February 1987, the new ownership and the ATU agreed on a new, 3-year contract. In June 1987, Greyhound Lines acquired Trailways, Inc. (formerly Continental Trailways), the largest member of the rival National Trailways Bus System, effectively consolidating into a national bus service. Greyhound was required by the ICC, in their action approving the merger, to maintain coordinated schedules with other scheduled service operators in the U.S.
1990 Greyhound drivers' strike
In early 1990, the drivers' contract from 1987 expired at the end of its three year term. In March, the ATU began its strike against Greyhound. The 1990 drivers' strike was similar in its bitterness to the strike of 1983, with violence against both strikers and their replacement workers. One striker in California was killed by a Greyhound bus driven by a strikebreaker, and a shot was fired at a Greyhound bus. During the strike by its 6,300 drivers, Greyhound idled much of its fleet of 3,949 buses and cancelled 80% of its routes. At the same time, Greyhound was having to contend with the rise of low-cost airlines like Southwest Airlines, which further reduced the market for long-distance inter-city bus transportation. Without the financial strength provided in the past by a parent company, the strike's lower revenues and higher costs for security and labor-law penalties caused Greyhound to file for bankruptcy in June 1990. The strike would not be settled for 38 months under terms favorable to Greyhound. While the National Labor Relations Board (NLRB) had awarded damages for unfair labor practices to the strikers, this liability was discharged during bankruptcy reorganization.
Early 1990s: Bankruptcy and antitrust cases
At the end of 1990, the company had $488 million in assets and $654 million in liabilities. During bankruptcy, the company ultimately had to address claims for $142 million in back-pay for its striking drivers, and $384 million of pre-bankruptcy debts owed mostly to the investor group led by Fred G. Currey.
According to the company, upon emergence from bankruptcy in August 1991, Greyhound had shrunk its overall workforce to 7,900 employees (from 12,000 pre-bankruptcy), and trimmed its fleet to 2,750 buses and 3,600 drivers.
In August 1992, Greyhound canceled its bus terminal license (BTL) agreements with other carriers at 200 terminals, and imposed the requirement that Greyhound be the sole-seller of the tenant's bus tickets within a 25-mile radius of such a Greyhound terminal. In 1995, The United States Department of Justice Antitrust Division brought suit to stop this practice, alleging that it was an illegal restraint of trade, bad for consumers, and reduced competition. In February 1996, the United States won its case, and Greyhound agreed to permit its tenants to sell tickets nearby and permit its tenants to honor interline tickets with competitors.
Greyhound's total revenues in 1994 were $616 million.
Trailways-Laidlaw mergers and bankruptcy of 2001
In the late 1990s, Greyhound Lines acquired two more members of the National Trailways Bus System. The company purchased Carolina Trailways in 1997, followed by the intercity operations of Southeastern Trailways in 1998. Following the acquisitions, most of the remaining members of the Trailways System began interlining cooperatively with Greyhound, discontinued their scheduled route services, diversified into charters and tours, or went out of business altogether.
On September 3, 1997, Burlington, Ontario-based transportation conglomerate Laidlaw Inc. announced it would buy Greyhound Canada Transportation ULC (Greyhound's Canadian operations) for $72 million (USD).
In October 1998, Laidlaw announced it would acquire the U.S. operations of Greyhound Lines, Inc., including Carolina Trailways and other Greyhound affiliates, for about $470 million. When the acquisition was completed in March 1999, all of Greyhound and much of Trailways had become wholly owned subsidiaries of Laidlaw.
After incurring heavy losses through its investments in Greyhound Lines and other parts of its diversified business, Laidlaw Inc. filed for protection under both U.S. and Canadian bankruptcy laws in June 2001.
Laidlaw years (2002–2007)
Naperville, Illinois-based Laidlaw International, Inc. listed its common shares on the New York Stock Exchange on February 10, 2003 and emerged from re-organization on June 23, 2003 as the successor to Laidlaw Inc.
After this bankruptcy filing, Greyhound dropped low-demand rural stops and started concentrating on dense, inter-metropolitan routes. It cut nearly 37 percent of its network. In some rural areas local operators took over the old stops (often with government subsidies) particularly in the Plains states, parts of the upper Midwest (such as Wisconsin), and the Pacific Northwest.
Starting in 1997, Greyhound had faced significant competition in the northeast from Chinatown bus lines. By 2003, more than 250 buses, operated by competitors like Fung Wah and Lucky Star Bus were competing fiercely from curbsides in the Chinatowns of New York City, Boston, Philadelphia, and Washington, D.C. When operating on inter-city routes, the Chinatown buses offered prices about 50% less than Greyhound's. Between 1997 and 2007, Chinatown buses took 60% of Greyhound's market share in the northeast United States.
FirstGroup ownership (2007–present)
On February 7, 2007, FirstGroup plc of Aberdeen, Scotland agreed to purchase Laidlaw International for US$3.6 billion (£1.9 billion). The deal closed on September 30, 2007. Although its original intention was merely to buy the school and transit bus operations of Laidlaw, it later decided to retain the Greyhound operations. The Greyhound name has been retained by FirstGroup; the brands of most of its subsidiaries, however, are not being retained and will disappear as buses are retired or repainted.
Under the ownership of FirstGroup, some long time customer concerns have been addressed. Greyhound had come under criticism for its bus assignment practices. Although bus tickets had times and dates printed on them, seating was not guaranteed and was 'first-come, first-served'. Greyhound added additional "sections" (buses) in periods of high demand, but the threshold required to trigger an additional section varied. Passengers had to wait for the next bus departure time. Shortly after the sale to FirstGroup closed, Greyhound began a program in select markets, most notably in the northeastern United States, where riders could reserve a seat for an additional US$5. However, the US$5 fee would have to be paid at the terminal, even if the ticket was bought online, and only a limited number of seats could be reserved.
Greyhound stopped overbooking on all its own buses sometime in early 2014, but there was no news release because Greyhound's allies still overbook and they sell a portion of tickets through Greyhound. Now every passenger must travel on his or her exact ticketed schedule and seating is no longer "first-come, first-served".
In 2010, Greyhound launched its own brand of premium bus routes called "Greyhound Express". Routes make fewer stops between major cities compared to regular Greyhound routes. Greyhound Express routes only use newer model or refurbished buses, seating is guaranteed and tickets start at $1.
The "New Greyhound"
Also under FirstGroup ownership, Greyhound has sought to improve its image and create what it calls the "New Greyhound", spending US$60 million to refurbish many terminals, expand the fleet with new buses, refurbish old buses, and retrain customer service staff. Greyhound is initiating an advertising campaign with Butler, Shine, Stern & Partners aimed at attracting 18- to 24-year-olds and Hispanics. As a result, after the FirstGroup acquisition, Greyhound began advertising as "The New Greyhound".
The "New Greyhound" also saw the introduction of a new logo and a new navy blue and dark gray livery for buses. The company is in the process of rolling out the new livery to the nationwide fleet. As buses are repainted they are also being refurbished, receiving wireless Internet access, and new leather seating.
International brand expansion
In 2009 the Greyhound brand, along with the new livery, was exported to the United Kingdom, with parent FirstGroup using the Greyhound name for services designed to compete against its primary competitors in the British intercity bus travel market, National Express and Stagecoach's Megabus.
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Greyhound was notorious for overbooking in the 1990s and 2000s, due to inadequate computer systems and varying bus capacities. In those years, Greyhound did not plan which bus model to use for which schedule, instead using any bus available to drive. Different models had different seating capacities, resulting in a breakdown of the booking system, which, in turn, led to an uncontrolled amount of tickets sold. Initially, Express schedules were the first to stop overbooking. Greyhound finally standardized bus capacities in early 2014, allowing the introduction of a new booking system to eradicate overbooking. As of June 16, 2014, Greyhound Ticket Center no longer overbooks on any schedule in the US, instead showing the number of tickets remaining until a schedule is sold out. It is unknown whether Greyhound Canada still overbooks.
Greyhound operates 123 routes serving over 3,700 destinations in the United States, Canada, and Mexico. Greyhound's scheduled services compete with the private automobile, low-cost airlines, and other intercity coach companies.
Greyhound Express is a low-cost express city-to-city service that makes either no stops or fewer stops compared to a traditional route. Fares start at $1 and were unlike other Greyhound routes in that all tickets sold on Greyhound Express are for reserved seating and buses are not overbooked. However, Greyhound has also eliminated overbooking on non-Express schedules, as of July 8, 2014. There was apparently no news release announcing the change, because allied bus companies, who allow Greyhound to sell a portion of their tickets, may continue to overbook. Passengers are assigned to a boarding group, which means that passengers who purchased their tickets earlier get to board the bus and choose their seats earlier. Greyhound Express routes are regularly assigned new, rebuilt, or refurbished buses that are equipped with Wi-Fi, power outlets, leather seats, and extra legroom. However, again, as of July 8, 2014, virtually Greyhound's entire fleet has been upgraded with such amenities. Many observers now consider Greyhound Express redundant because the non-Express operations are almost exactly the same, and presume that Greyhound is only using the brand name to raise their reputation. The service began in 2011 and was designed to directly compete with low-cost carriers like Megabus, however, expansions around the country, geared to increasingly long distances, are now considers "Limiteds" and compete with airlines, trains, and long-haul car drivers.
Greyhound Connect is a connector service that operates shorter routes to take passengers from stops in smaller, rural cities to stations in larger, urban cities. Buses are either from Greyhound's existing fleet or smaller, mid-sized buses (that are not equipped with a lavatory). Currently the Greyhound Connect service is offered in Alabama, Arkansas, Colorado, Maryland, Missouri, Montana, North Carolina, and Utah. Some routes are operated using National Rural Transit Assistance Program funds from the Federal Transit Administration.
Other brands and partnerships
Since the company was purchased by FirstGroup, Greyhound has initiated three new discount bus services that are operated in conjunction with other regional operators. These services are designed to compete with Chinatown bus carriers and more directly with Megabus.
BoltBus is Greyhound's brand of non-stop and limited-stop, premium level bus routes. Fares start as low as $1, with the lowest fares depending on how far in advance a trip is booked and demand for the trip, with fares increasing for trips booked closer to departure. BoltBus uses newer model coaches that are equipped with Wi-Fi, power outlets, and leather seats with extra legroom.
BoltBus expanded to the West Coast in May 2012 with a route in the Pacific Northwest (between Vancouver, BC, Seattle, and Portland). Service was expanded again in October 2013 with a route between the two largest metropolitan areas in California, Los Angeles and the San Francisco Bay Area (San Jose & Oakland). A stop in the city of San Francisco was added in December 2013 along with a new route between Los Angeles and Las Vegas. West Coast routes are owned and operated directly by Greyhound without a regional partner.
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NeOn, began service on May 29, 2008, between New York City and Toronto, Ontario. A joint service of Greyhound Canada and Trailways of New York, it operated between street stops at Penn Station in Manhattan and the Fairmont Royal York Hotel in Toronto. The service was originally designed to attract a new demographic of traveler who had long ago stopped taking intercity buses but who had grown comfortable with the low cost and convenience of the Chinatown bus services in the northeastern US. NeOn was initially set up to directly compete with the Megabus M24 and M26 routes operating twice daily between New York City and Toronto making very few stops (Buffalo twice-daily and Syracuse once-daily).
Poor performance led Greyhound to make adjustments to the service until the NeOn name became purely superficial, a marketing name for what was otherwise exactly the same intercity local bus service that had always existed. Many departure times are now available as a result, though travel times have increased considerably. A "NeOn" bus will often physically be a New York Trailways bus, albeit with Wifi, making stops in, for example, Scranton, Binghamton, Ithaca, Syracuse, Rochester, the Buffalo Airport, Buffalo, customs at the U.S.-Canadian border, Fort Erie, St. Catharines, Mississauga, and finally Toronto. The name NeOn is now even used on completely different routes such as to Plattsburgh and Montreal, further reducing the brand differentiation. Many runs also terminate at the Trailways gates at the Port Authority rather than the former streetside drop off at Penn Station. With the loss of more direct, customized travel has come a reversion to the more traditional demographic of local bus traveler, the very sort of traveler that NeOn was supposed to grow beyond.
The service continues to be a joint operation between sister companies Greyhound Lines, Greyhound Canada, and Trailways of New York, the major inter-city bus carrier within most of New York State.
||It has been suggested that this section be split into a new article titled YO! Bus. (Discuss) Proposed since December 2014.|
YO! Bus is a discount bus service started in December 2012 in partnership with Peter Pan Bus Lines, operating routes between Boston, Philadelphia, and Manhattan's Chinatown. YO! Bus directly competes with Chinatown bus lines using coaches with a red livery and Chinese characters painted on the side. These coaches tend to be older-model units that have been refurbished with Wi-Fi, power outlets, and extra legroom.
The first YO! Bus route ran between Manhattan's Chinatown and Philadelphia, competing with routes from established Chinatown bus lines, Lucky Star Bus and Fung Wah Bus. Both Lucky Star and Fung Wah were shut down and service suspended in 2013 due to safety concerns by government transportation authorities. Shortly after the shut down of its competitors, YO! Bus expanded with a second route between Manhattan's Chinatown and Boston's South Station beginning later in the spring of 2013. A third route between Manhattan's Chinatown and Washington DC's Union Station was added on July 25, 2014.
Amtrak Thruway Motorcoach
Greyhound is one of the major operators of Amtrak's Thruway Motorcoach service even though the two are competitors in some markets. Amtrak issues rail passengers a ticket for a regularly scheduled Greyhound route that connects with their train. These Thruway Motorcoach routes allow Amtrak to serve passengers in areas without rail service and offer passengers a wider selection of destinations.
Greyhound has partnered with the travel planning website Wanderu. This marks the first time Greyhound has partnered with any online travel company. Through the partnership, this gives Wanderu 80% coverage of the US and Canada bus markets through its services.
Increasingly, concern has been given to bus security. As a result of the September 11, 2001 terrorist attacks, train and airplane security have been substantially increased, but this increase has not been provided to bus security. Baggage is neither inspected, nor identification checked. Greyhound says that security wands have been deployed on buses, but they do not appear to be routinely used.
Greyhound announced in a press conference in 2007 that a pilot program to test various security measures would be implemented at select stations and on select coaches starting later that year.
In February 2013, in partnership with DriveCam, Greyhound deployed video cameras across its entire fleet to increase safety and driver compliance by combining data and video analytics with real-time driver feedback and coaching.
Greyhound currently requires ID or credit card for all passengers in an effort to increase safety. At major stations, passengers are subject to open-bag checks, ticket checks, and pat-downs with metal detectors.
In an effort to improve its image, the company has been aggressively buying new coaches and refurbishing existing ones. As of March 2014, 85 percent of Greyhound’s fleet is new or refurbished. Each new or refurbished coach has the new navy blue and grey livery on the exterior, wireless internet access, leather seating, and 120-volt power outlets at most seats. Each of the new and refurbished coaches has one fewer row of seats than the industry standard, giving passengers additional legroom. All buses purchased since 2009 have three-point seat belts installed.
The majority of the Greyhound fleet consists of the following models:
|Motor Coach Industries||102DL3
(Not all coaches listed are still in service due to accidents and ADA requirements.)
Greyhound also occasionally uses "demonstrator" coaches (on loan from a manufacturer looking to sell coaches to Greyhound) on routes. Current demonstrators include the Setra S217HDH and the Van Hool C2045.
Past coaches with nicknames
- General Motors PD-4501 Scenicruiser
- Motor Coach Industries MC 6 Supercruiser
- Motor Coach Industries MC 7 Scenicruiser Super 7
- Motor Coach Industries MC 8 Americruiser (aka Crusader)
- Motor Coach Industries MC 9 Americruiser II (aka Crusader II)
Later models such as the A series and the MC-12 bore only the Americruiser name. Greyhound's current Prevost and MCI D & G series coaches do not carry nicknames. For several years after the purchase of Trailways, Inc., by Greyhound Lines, Inc. in 1987, Greyhound also operated a number of Eagles, the signature Trailways coach, which had come from the Trailways fleet. Since the transition period after the merger, Greyhound has no longer operated Eagle coaches. Photos show Eagles with Greyhound paint schemes, a Trailways paint scheme with a dog logo, and a Trailways paint scheme with the required Greyhound legal lettering. Foreign examples are for unaffiliated Greyhound Australia and apparently Costa Rica.
(This list covers stations within or adjacent to stations for regional rapid transit and commuter rail service.)
Greyhound has stations in most major cities in the counties where it operates, as well as some mid-size cities and towns. Some Greyhound locations function as part of transit centers primarily functioning as stations for regional or municipal rapid transit or commuter rail services, i.e. St. Louis, Washington, D.C., and Philadelphia.
Greyhound Community Reflections Mural Program
Greyhound Lines and the National Council for La Raza (NCLR) sponsor the Greyhound Community Reflections Mural Program, in which Latino American student artists paint murals reflecting the contributions of Latino Americans. These are posted in Greyhound Stations across the United States. The bus line had three painted in Texas by 2003.
Notable incidents and accidents
Below is a list of major incidents and accidents on Greyhound buses and buses of subsidiaries in the United States.
- August 4, 1952: In Greyhound's most deadly collision two Greyhound buses collided head-on with each other along the then-U.S. Route 81 near Waco, Texas. The fuel tanks of both buses then ruptured, bursting into flames. Of the 56 persons aboard both coaches, 28 were killed, including both drivers.
- May 13, 1972: Near Bean Station, Tennessee, between Knoxville and Bristol, a Greyhound Scenicruiser on a scheduled trip from Memphis to New York City collided head-on with a tractor-trailer truck. The driver of the bus had begun to pass a car. Fourteen people, including the truck and bus drivers, died. The National Transportation Safety Board determined that the cause of the crash was the Greyhound driver's overtaking maneuver and his failure to avoid the truck.
- May 9, 1980: A cargo ship collided with the Sunshine Skyway Bridge, near St. Petersburg, Florida, causing a part of the roadway to collapse and causing several vehicles, including a Greyhound bus, to fall into Tampa Bay. All 26 people aboard the bus died, as did nine others. This incident remains as the largest loss of life on a single Greyhound coach.
- June 20, 1998: A Greyhound bus on a scheduled trip from New York City to Pittsburgh ran off a road near Burnt Cabins, Pennsylvania, and hit a truck parked in an emergency parking area. Six passengers and the driver died. The National Transportation Safety Board determined that the probable cause of the accident was driver fatigue, due to an irregular work-rest schedule.
- October 3, 2001: At approximately 4:15 a.m. local time, a passenger, Damir Igric, assaulted the driver of his bus, attempting to slit his throat, and causing the bus to crash near Manchester, Tennessee, killing Igric and five other passengers and injuring 32 others. Since the incident occurred three weeks after the September 11 terrorist attacks, Greyhound temporarily suspended all schedules as soon as the company learned of the incident for fear that it may have been part of a larger co-ordinated attack. After investigation by the company and the FBI, it was confirmed that Igric had acted alone and service resumed later that afternoon. After the incident, Greyhound bus stations increased security, though not nearly to the same level as that of airports or train stations.
- September 30, 2002: Arturo Martinez Tapia assaulted a Greyhound driver near Fresno, California, resulting in two passenger deaths after the bus then rolled off an embankment and crashed. Following this attack, driver shields were installed on most Greyhound buses which now prevent passengers from having direct contact with the driver when the bus is in motion, even if the shield is forced open. On buses which do not have the shield, the seats directly behind the driver are usually off limits to passengers.
- January 23, 2014: Maquel Donyel Morris, 'who reportedly was hallucinating, screamed "Everybody's going to die," pummeled the driver and grabbed the steering wheel' of a bus traveling on Interstate 10 near Tonopah, Arizona, 50 miles (80 km) west of Phoenix. 24 passengers were injured, including 21 who were airlifted to nearby hospitals. Police credited the driver for keeping the bus upright and preventing it from crossing into oncoming traffic.
In popular culture
- The 1934 film It Happened One Night shows the main character on a Greyhound bus from Florida to New York City.
- The 1961 film Breakfast at Tiffany's shows the main character seeing her ex-husband off from New York City.
- The 1969 film Midnight Cowboy shows the main character holding his hustler friend on a New York City to Florida bus.
- The 1974 film "Harry and Tonto" shows the main character, played by Art Carney, traveling cross-country with his cat aboard a Greyhound bus.
- The 1991 film Sleeping with the Enemy sees the main character escape from Cape Cod, Massachusetts to Cedar Falls, Iowa on a Greyhound bus.
- The 1991 TV miniseries Golden Years shows Stephen King as a Greyhound bus driver in a cameo.
- The Barry Mann/Cynthia Weil 1963 song "On Broadway" (remade most famously by The Drifters and later George Benson) mentions "I'll catch a Greyhound bus for home".
- Chuck Berry rides a Greyhound bus from Norfolk, Virginia, to Birmingham, Alabama, in his 1965 song "Promised Land".
- The Allman Brothers Band referenced Greyhound Lines in their 1973 hit song "Ramblin' Man."
- Simon and Garfunkel referred to Greyhound Lines in their 1972 song "America".
- In his song Me And The Devil, blues singer and guitarist Robert Johnson expresses a wish that his body be buried beside a road so that his "old evil spirit" can "catch a Greyhound bus and ride".
- Country star Sara Evans' 2003 song "Backseat of a Greyhound Bus" describes a pregnant woman who escapes the confines of a small town and gives birth in a Greyhound bus.
- On indie rock band The Hang Ups' album "So We Go", the last song is called "Greyhound Bus".
- Creedence Clearwater Revival mention Greyhound in their 1969 song, "Lodi".
- Billy Joel's "New York State of Mind" from the "Turnstiles" album, released on May 19, 1976, refers to taking "a Greyhound on the Hudson River Line."
- The stage musical Violet, like the short story "The Ugliest Pilgrim" on which it is based, follows the title character on a Greyhound Bus trip from Spruce Pine, North Carolina to Tulsa, Oklahoma and back.
- American rock band The Mountain Goats references the narrator being "headed for the greyhound" in See America Right off of the album Tallahassee.
- Kenny Chesney's song "Pirate Flag" describes the singer's escape from a small mountain town by taking a Greyhound bus to (what is implied to be) Key West, Florida.
- "About Greyhound". Retrieved 18 April 2014.
serving more than 3,800 destinations across North America
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- Lewis, Mary Beth. "Ten Best First Facts", in Car and Driver, 1/88, p.92.
- Lewis, p.92.
- "Tracing the Hound: The Minnesota Roots of the Greyhound Bus Corporation" (PDF). Retrieved 2013-09-21.
- "Greyhound Bus Museum". Greyhound Bus Museum. Retrieved 2013-09-21.
- Walsh, Margaret (1985). "Tracing the Hound: The Minnesota Roots of The Greyhound Bus Corporation" (PDF) (Winter 1985). Minnesota Historical Society. pp. 310–320. Retrieved 11 April 2014.
- Walsh, Margaret. "Tracing the Hound: The Minnesota Roots of The Greyhound Bus Corporation". Minnesota History (Winter 1985): 321. Retrieved 11 April 2014.
- Hall, Mordaunt. "It Happened One Night (1934): NYT Critics' Pick". New York Times. Retrieved 11 April 2014.
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Class I railroads of the U. S. carried 445,995,000 passengers in 1935. Last week, the National Association of Motor Bus Operators announced that non-local bus lines had beaten this mark by carrying 651,999,000 passengers in 1935. An increase of almost 50% over 1934, it was the first time busses had handled more traffic than their biggest rivals.
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To keep pace with this new business, the largest U. S. bus line, Greyhound Corp., last week whelped the first 25 of a litter of 305 new busses, completely outmoding present standard equipment.
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The year 1937 was a pivotal one for Greyhound...implemented its program to create a new corporate image, integrating architectural and vehicle designs, and commenced a massive program of building terminals that would be under its exclusive control and suit its needs. The buses and terminals were to be streamlined...
- Jackson, Carlton. Hounds of the Road: a history of the Greyhound Bus Company. Bowling Green, Ohio: Bowling Green University Popular Press, 1984.
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- "Ray Phillips and the 1983 Strike Ray Phillips and the 1983 Strike". 31 December 2011. Retrieved 9 April 2014.
Tragedy struck about 8:45 a.m. Lewis Harris reportedly ran a red light and drove through union pickets in a crosswalk at the intersection of U.S. 40 and Ohio 797. Ray Phillips was crushed.
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The 13-week-old Greyhound bus strike, already mired in litigation and anger, grew even more complex Monday when financially ailing Greyhound Lines Inc. filed for protection from its creditors under Chapter 11 of the U.S. Bankruptcy Code.
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At a special meeting of the stockholders of Greyhound Lines, Inc., held this morning, Greyhound's merger with Laidlaw Inc. was approved. The transaction is effective today and as a result, Greyhound has become a wholly owned subsidiary of Laidlaw Inc.
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Every schedule will have at least one $1.00 ticket. The $1.00 ticket will be sold at random and generally within the first handful of seats sold. The earlier you book your ticket, the greater your odds are of grabbing a seat for a buck.
- "BoltBus - FAQ". Retrieved 10 April 2014.
- "BoltBus - FAQ". Retrieved 10 April 2014.
BoltBus is owned by Greyhound Lines, Inc. and is operated in the Northeast region in partnership with Peter Pan Bus Lines, Inc. of Springfield, MA.
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The service on the West Coast of the United States and Canada is exclusively owned and operated by Greyhound Lines, Inc.
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NeOn is a joint operation between Greyhound Lines, Inc. and Adirondack Transit Lines, Inc.
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Amtrak passengers use Greyhound to make connections to cities not served by rail on Amtrak Thruway service by purchasing a ticket for the bus connection from Amtrak in conjunction with the purchase of their rail ticket.
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There are 769 102DL3s in the Greyhound fleet, with nearly 75% equipped with wheel-chair lifts.
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