GOING GLOBAL

By Mindy Long

T echnology has made global branding and

marketing more important, more accessible
and more affordable than ever before. Now
even small businesses can have global visibility
for the price of a website and some online
marketing. Given the fierce competition in
today's marketplace, companies can't afford
not to invest in their brand.
“If you don't have a brand identity, you
are just a vendor. Being a vendor is very
dangerous proposition because any joker
can come and undercut your prices as a
vendor,” said David Tyreman, author of information from those sites, and, according
World Famous: How to Give Your Business to Galena, one out of every two Google
a Kick-Ass Brand Identity. “A bus company searches are from outside the U.S.
may be selling tickets to get people from Since the web is so accessible to a global
point A to point B. The brand is about market, business owners will want to modify
something much more exciting than that.” their message for their target markets within
A brand captures a feeling surrounding each corner of the world based on a region’s
the company and tells its story. With more cultural and preferences. Utilizing one cam-
than six billion people who live outside of paign for all markets is a common pitfall
the U.S., online marketing is many companies make when
the quickest, least expensive Providing top- going global.
and most effective way to notch service “They don’t pay attention
share a brand globally. and having a to different cultures, biases, lan-
guages or demographics,” said
Rafael Gerena, chief executive strong local
officer of the global branding Nelson James, vice president of
brand will set SEO.com, a company that man-
firm Instruxo, encourages
business owners to build their
the groundwork ages online global marketing
brands by capturing and for a successful campaigns. “If you tried that in
sharing grassroots customer worldwide your original target country, you
stories. “Written testimonials, would fail, so why would you try
brand. that in any other market?”
photo journals, or audio and
video recordings can all capture customers’ Many global branding experts suggested
experiences and allow potential customers companies looking to go global target one
to see themselves in the experience,” he said. location first and then expand into other
There are several free or inexpensive regions. “Gong global is very resource inten-
online tools that can aid in a business’s sive and most companies don't have the
storytelling. Tyreman said. “In the past, the experience or the resources to expand to
currency to reach your market was money, more than one location at a time,” James
today it is creativity.” explained.

You Tube, a video sharing web site, allows
users to upload video for free. Other social
media sites, such as Facebook and Twitter
are also free. Google searches will pick up
Gerena told Trailways, “If you localize
your message for each region, you create a
global strategy. Your are saying, ‘I respect
Continued on page 10
2
 3

HELP KIDS BE GREAT

A ctor Denzel Washington and Flagship
Trailways’ Tom McCaughey have some-
thing in common. They both received early
life benefits from Boys and Girls Clubs of
America (BGCA).
McGaughey is a BGCA alum himself, and
he recently promoted the BGCA “Be Great!”
message through campaign-wraps on four
of his company’s motorcoaches. Flagship
Trailways also donated transport and activity
services to local clubs in Rhode Island.
Onboard, Flagship passengers see BGCA’s
30-second alumni messages from celebrities
like Washington. BGCA provides leadership,
education and societal values to millions of
at-risk American youth who live in urban
and inner-city environments.
If you haven’t yet reaped the rewards that
go with helping young Americans get a
good start in life, connections are available.
Team Trailways companies can make an
impact with financial donations, publication
of the Be Great! Campaign slogan on your
company website, and free or discounted
group transport. You or your staff can volunteer
time and talent at a nearby club location for
fund raising, educational programs, and
chaperoning social events. Donations of
athletic equipment are also appreciated.
Contributions of digital or disposable
cameras to your local club enable kids to
capture images that may be posted on the
Trailways website. Every image used on the
site will prompt a financial contribution
from the Corporate Office.
Use your imagination to get involved!
Many Trailways owners are alumni of
clubs and most Trailways companies are
in communities that have a club.
For information, contact Trailways
Corporate Office at 703.691.3052 or
bustrails@trailways.com. For more informa-
tion on the BGCA Be Great! program, visit
www.begreatamerica.org.

Flagship Trailways promotes

the BGCA “Be Great”
message with campaign-
wraps on four of their
motorcoaches.

Onboard, passengers
can see 30-second alumni
messages from celebrities
like Denzel Washington.

MESSAGE FROM THE CHAIR
Consistency Sells
M ost of us have a favorite hotel company,
chain restaurant and retail outlets.
We tend to buy our groceries at the same
stores and shop for fuel at the same pumps.
Whether we are on home turf or thousands
of miles away, we look for names that are
familiar and ones we trust. If I reserve a
Ron Moore room at a Hampton Inn or a Courtyard by
President,
Marriott, I have certain expectations about
Burlington Trailways
the service and product I will experience.
This set of expectations is known in today’s
marketplace as brand image.
Brand image, say the experts, is what people
carry around in their minds about a service
or product. It consists of all the information
and expectations associated with the product
or service. Have you ever considered what
brand image your customers hold of your
service?
Today’s branding experts advise companies
on how to develop or align customer expec-
tations behind a brand, to cause them to
associate a product or service with certain
qualities or characteristics that make it
unique or a stand-out. This is called brand
management. This concept creates value
in the consumer mind and manipulates
perceptions, whether it be for a package
delivery company or political candidate.
One of your board’s many tasks these days
is to ensure the Trailways brand is the best it
can be and perceptions are always favorable
enough to build business across our spectrum.
So we are looking to brand experts to
advise us on the best strategies to accomplish
the best branding. We already know one of
our strategies is to make our “look” consistent.
We should regard each vehicle in our collec-
tive fleet as a moving Trailways billboard,
and each coach should display the Trailways
name in a uniform motif. Drivers should
have like-uniforms that display the Trailways
names; not blue jeans or just any color shirt.
We know achieving brand integrity may
take time, but we need to have a roadmap
4
for reaching recommended objectives. We
expect to have a report at this year’s annual
meeting that will give us some brand markers.
Our intent is not to dilute local identity and
reputation, but to enhance it. Most of our
carriers joined Trailways because of its
brand identity, and we want to maximize
what our “flag” can offer you; more cash in
your bank account.
In other corners of the marketing realm,
we are looking at how some industry leaders
are gaining business from the younger
generation and people who are now choosing
bus over airplane or train transport. These
endeavors — like BoltBus — have been
particularly successful in the northeast and
we want to explore more options that might
attract this demographic market.
Your board continues to search for funding
and ways to deliver employee training. We
are working with John Woods Community
College in Illinois to organize a professional
driver training school. We are looking at a
three-week program package that will
include room and board and will get suc-
cessful participants their CDL license. This
will be training that’s unique for motor-
coach drivers. We also intend to continue
and expand anti-terrorism training for
employees, even though federal grant
money has all but dried up.
Above all, we want Trailways to be the
leading edge for our industry. The more
we work together to accomplish goals, the
stronger each company will be. There are
many battles outside our family circle —
such as government regulations and standards,
higher operating costs. To build the brand
and keep it strong for mutual benefit, we
must have an attitude of team spirit. And
this sometimes means companies working
together for both individual and collective
profit. Riding together is usually the best
mode you can choose.
5

OPERATIONAL HINTS FOR HARD
TIMES IN THE TRAVEL INDUSTRY
Tough times arty deSouto, CTC, founder and chair
may call for
M of the travel industry training program
at Berkeley City College, in a recent article
for Leisure Group Travel shared the following
more mailings
valuable tips to incorporate into your travel
and other business during these tough economic times.
efforts to 1. Work with suppliers you have worked
promote with before. Now is not the time to experiment
with suppliers who don't know you or your
your trips. track record.
2. Work with suppliers who are more flexible
in their deposit demands, non-refundable
policies, and last-date-to-cancel-without-
penalty stipulations.
3. When planning trip dates, don’t just pick
dates out of a hat that you think are good or
6
popular. Reverse your thinking — as the
suppliers what dates would be best.
4. Consider booking into a published tour
or cruise date that is going to operate
whether or not your group joins. If you get
a small number of travelers, they can still
take the trip regardless of whether you
reached your minimum.
5. Consider joining with another organiza-
tion/group/company from the outset so all
could feed into the same group.
6. Consider offering your tour on a ‘tier
pricing’ basis. Many adventure companies
offer this kind of pricing. They invoice
Continued on page 12

EMAILS SHOULD
INCLUDE THESE
BASIC ELEMENTS
PERSONALIZATION:
Personalization can come
in the form of customized
salutations, messages sent
with a specific initiative
based on a recent user
activity (taking advantage
of list segmentation), or
even just the tone of the
message itself.
BRANDING: Your brand
must be incorporated in
some way in every mes-
sage. It could range from
the complex - like a video
and FLASH - to the simple,
like a logo, customized sig-
nature or slogan. Bottom
line, you want every email
to be immediately associat-
ed with the sender.
Continued on page 10
LANCASTER COUNTY’S 300TH:
UP CLOSE AND PERSONAL
I f you were a visitor to central Pennsylvania’s
famed Mennonite-Amish country 30 years
ago, you probably rode its rural lanes and
winding roads in search of Amish horses and
buggies, men hand-plowing their fields and
one-room schoolhouses. Gawking might be
the best way to describe what tourists did in
Amish country back then and not much else.
Times have changed. The buggies and
beautiful farmlands remain, but some of
Lancaster County’s millions of annual visitors
are getting closer to the culture. They’re going
into homes of the “Plain people” to talk with
them about their family life, craft and farm
businesses and their faith. Introductions are
eased by local tour operators who escort
groups to the farms and homes.
In 2010, there will more reasons that ever to
get up close to the local culture. October,
1710 was when the first settlers of the Swiss-
7
German Mennonite culture arrived in
Pennsylvania from Europe, seeking religious
freedom. A year anniversary events—Lancaster
Roots 300—will spotlight the heritage.
The Mennonites came first, then many
others. French Huguenots, English Quakers,
Scots Irish, Welsh and Jewish settlers followed
throughout the 18th century. Historians note
that southeastern Pennsylvania was the most
culturally diverse region in the American
colonies. Many immigrants accepted colonist
William Penn’s invitation to live in the New
World apart from religious persecution.
Lancaster Roots 300 is an initiative of the
Lancaster Mennonite Historical Society and its
2010 events are at www.lancasterroots300.org.
The anniversary year is a prime opportunity
for visitors who may have visited Lancaster
but would like to do deeper explore into the
heritage that remains an international attrac-
tion. It’s not unusual to encounter visitors
from abroad staying over in local farms
and other lodgings.
Local operators who smooth the way
into local homes include The Amish
Experience which offers Amish V.I.P. “visit
in person” tours and other opportunities
to study the culture. Brad Igou, president,
said group may meet and talk with an
Amish businessman, a dairy farmer and a
school teacher who describe their lives
and vocations.
“We get into Amish schoolhouses,
farms and cottages where handmade
products like baskets, soaps and cosmet-
ics are made,” he says. “We encourage
people to begin with watching ‘Jacob’s
Choice,’ a multi-media film that presents
an intimate view of what it’s like to grow
up in an Amish family. We also offer a
guided tour through a replica of an Old
Order Amish house so people see how
the Amish live today without electricity
and other modern conveniences.”
Stayover groups can experience a
farm stay such as the Verdant Valley Farm
Continued on page 12

Gale C. Ellsworth
HOW TO GLEAN
GOOD MEDIA
Good media coverage for
your company and its busi-
ness pursuits doesn’t just
happen. It usually flows
from good media relation-
ships, carefully cultivated
and nurtured.
In a recent issue of
Destinations magazine,
ABA senior vice president
for communications, mar-
keting and media relations
Eron Shosteck offers some
sage advice to those who
want media coverage that
can yield incalculable busi-
ness benefits.
“Building media relation-
ships is most important
when you’re not seeking
coverage for a particular
story. So important, actual-
ly, that reaching out to the
media when you don’t have
an agenda increases the
likelihood of getting a story
placed when you do need
one,” said Shosteck.
Most reporters, editors
and producers have too
much to do already, he
explained. They’re often on
tight deadlines. And they
receive sometimes hun-
dreds of story pitches and
press releases every day
from people they don’t
know - people who seek
positive coverage for their
company or client. Those
without an existing profes-
sional relationship with the
Continued on page 13
PRESIDENT’S MESSAGE
S ome blame technology. Others point a
finger at today’s speed of business and
life. Many speak about today’s culture of
self-absorption that’s taken us to a place
in American business where everyday
etiquette — or “nice” social behavior people
used to show one another is scarce. You
know, the manners your mother taught you.
You may agree it seems those who are
cheerful, civil, and helpful to colleagues and
customers are something of a rarity these
days. It’s bad enough out there to make
many of us long for another era when people
usually kept their negative attitudes in-check
during personal interactions while on the
job and elsewhere.
Who drives us to this nostalgia? It’s that
person who answers his or her cell phone
during a meeting or a restaurant meal, and
engages in “cell yell,” ignoring others nearby.
We also get turned off by people who don’t
practice appropriate telephone etiquette
when we are the customer and encounter
others with rude attitudes or impatient
responses to our inquiries. And there’s the
“me-first” attitude in business dealings
that’s a pushback.
Questions for Team Trailways: How are
we treating each other? Are we positively
leading employees in their behaviors
toward our customers and each other?
A culture of good business manners
begins at the top of a company, as man-
agers set the tone and expectations for how
employees conduct themselves. Wise man-
agers know the customer is focused on the
value of service, product, and facility. And
any weakness in any of these will affect
their experience.
What’s desirable is something like the
Disney philosophy. All employees are “cast
8
members” and part of the “show.” Every
person who is in contact with a customer
greets them on the phone or from any other
frontline post with a professional attitude
that says “I’m ready and happy to assist you.”
What a difference it would make if everyone
could think of their jobs in that fashion!
Good social behavior in business and in
life is about being polite and considerate of
others. It’s a social culture in which “please”
and “thank-you” are heard often. People use
good common sense about treating people
the way in which they, themselves, would
like to be treated — the Golden Rule of
Social or Business Conduct.
Good business etiquette is the right choice
across a range of business interactions,
including meetings, customer relations,
business social events, communications
of all kinds, teamwork, issues dealing with
multicultural and generational matters
and difficult situations in the work- and
marketplace. Across the spectrum, it’s
about applying consideration, respect,
and sincerity — always!
Remember; people have long memories
about how we treat them, and the courtesy
we extend to them will be noticed and
reciprocated, just as a negative encounter
will emit effects that can linger forever.
I know the recession can put us on edge;
but times have been tough before and
courtesies didn’t just fly out the nearest
window. Hopefully, in the coming year, we
will all commit ourselves to good business
etiquette and focus on strengthening inter-
personal relations.
Yes, sticks and stones can break the bones
and backs of our businesses — buy so can
the words and manners we use.
 9

POWERFUL MANAGEMENT —WORKING

MORE EFFECTIVELY WITH STAFF
1. Use the following guidelines for effectively working
with your staff colleagues. Be loose when you expect
initiative/innovation, and tighten reins where mistakes
can be costly.
10. Think ‘CPR’— continuous positive reinforce-
ment — to keep a team going. ‘Continuous’ means you
deliver CPR every day, ‘Positive Reinforcement’
is anything that encourages your employees.

2. Encourage people to cooperate by using the
word we —which suggests you will join the effort.
Avoid using the work you —which implies letting
them do all the work.
3. Engage staff members fully in tasks by making
sure they understand the difference between the ‘reason’
for doing the task and the ‘purpose.’ For example, the
‘reason’ maybe “the boss said to do it” but the ‘purpose’
might be “to meet customers’ needs.”
11. Provide a bulletin board that employees can use
to ask you questions. To make sure you will be able to
answer all questions, divide the board into ‘Immediate’
and ‘Eventual’ sections. Encourage employees to post only
the most urgent questions under the first category.
12. Audit your use of employees’ brainpower by
making sure they can say ‘NEVER’ to: ‘How often have
you been ordered to perform a task without being
given a chance to influence the result?’

4. Follow this guideline for communicating with 13. Conduct this ‘pronoun test’ to determine team
employees. The further apart you are in the hierarchy, development: Listen carefully to team members. If
the more you should speak with them personally. Continued on page 11

5. Increase your organization’s changes to succeed

by making sure every employee can honestly say: ‘I
know how what I do supports the company’s strategy’
and ‘When my priorities change, I understand why.’

6. Bolster your leadership by visiting the office or

shop often. If you don’t, employees may think you are
too busy to talk to them. They may feel reluctant to
enter your turf when they need to talk with you.

7. Remember how you treat your employees —

your internal customers — can affect how they treat
your external customers. If your employees are
unhappy, they will become poor representatives of
your organization.

8. Gauge how well you communicate with employees.

Ask yourself: ‘Did my instructions produce the results
I wanted.’

9. Promote intelligent risk taking by avoiding

comments like ‘you messed up’ when an employee err.
Say something like this: “why don’t you look at it again
to find out why it did not work. Maybe a minor
change will fix it.”

EMAILS SHOULD
INCLUDE THESE
BASIC ELEMENTS
Continued from page 7
CALL-TO-ACTION: No
matter the content, every
message should guide
users toward a specific
action. If sending a product
announcement email, you
should provide a link to a
pre-populated shopping cart
and a FAQ page. If solicit-
ing feedback, you should
provide a link to a form, or
other place to connect with
a brand like your Twitter
account or Facebook page.
In all cases, make your call
to action prominent—tell
the reader what you want
them to do early and often
in your email. Once your
readers become accus-
tomed to your email as a
portal for interaction and
education, they will be
much more willing to read
it and respond.
GOING GLOBAL
Continued from page 1
you; I understand you; and I want to serve you.’”
In Asia, for example, people tend to work
long hours and have low pay, so price and
value are important to them and should be
promoted in marketing materials. “Since
people in China and Asia work a lot of hours,
productivity is very important to them. They
can't be unplugged, so I would promote
WiFi and ways they can stay connected while
traveling,” Gerena said.
Incorporating lucky numbers and lucky
colors into advertising in China can make it
more effective.
People in Latin America tend to be very
family and community oriented, so promoting
the camaraderie of a bus tour experience
could appeal to potential customers. “Latin
Americans are very relationship based, so it
can take longer to develop clients,” Moore said.
Many companies looking to go global
decide to translate their web site into multiple
10
languages, but Janet Moore, an internation-
al business strategist and consultant recom-
mends companies have a clear picture of
who their ideal clients are before adding to
their sites. Narrowing the target audience
will allow companies to focus on regional
language differences. “There will be differences
in words, phrases and customs between
regions,” she said. “You want your brand to
be consistent, but you want to tailor to a
particular audience.”
Those interviewed agreed that there are
endless possibilities for companies looking
to tap into markets abroad. Providing top-
notch service and having a strong local
brand will set the groundwork for a success-
ful worldwide brand.
“As the business owner, you get to be very
instrumental in choosing what kind of
brand you want to be and then you can
start resonating with your audience in a
much more powerful way,” Tyreman said.
Team Trailways —
Fullington at the
border to cross into
Canada to participate
with 32 other
Trailways companies
in transporting
Spectators, Olympians,
and Officials for the
2010 International
Olympics.
 11

POWERFUL MANAGEMENT
Continued from page 9

“we’s” outnumber “I’s”, the team is becoming a

cohesive group.

14. Uncover possible snags in your choice by

arguing against yourself when you are about to carry
out a decision.

15. Follow the brainstorming rule: ‘We’ll dismiss

an idea only if the group can’t think of three ways to
make it work.’

16. Teach employees that when you reward them

for reaching a goal — no matter how ambitious it
was — they should immediately set a new one. This
will help them see that their success — and the com-
pany’s success — depends on continued effort.

17. Beware if you overhear employees saying ‘It’s

hard to get on the boss’ schedule.’ You are too tightly
scheduled that they can’t find a way to see you when
they need to. Or you may be signaling that they are
not important enough for you to talk to.

18. Simplify your approach to correcting problem

employees by focusing on three goals: Make sure they
know a problem exists. Agree on ways to eliminate
the problem. Specify the behavior you expect from
now on.

19. Keep these delegation rules in mind: Delegate,

but do not abdicate, dictate or hover. Make sure your
supervise results, not the process.

Follow the brainstorming rule: ‘We’ll dismiss an idea only if

the group can’t think of three ways to make it work.’
 12

Source: Fortune Small Business, December 2009/January 2010.

Statistic Sources: (1) Nielsen NetView; (2) Forrester Research; (3, 4) Pew Internet & American Life Project; (5) GfK Technology.

OPERATIONAL HINTS FOR HARD LANCASTER COUNTY’S 300TH

TIMES IN THE TRAVEL INDUSTRY Continued from page 7

Continued from page 6 where kids and the young at heart can do
farm chores and enjoy mealtime conversation
everyone at the highest price, and ultimately if more than the with the generations of family who have
minimum join, they refund the appropriate amount just before lived and worked on Lancaster land.
departure.
Lancaster County’s oldest structure, the
7. Try other innovative pricing offers: ‘bring along a new friend Hans Herr House dating to 1719, is also a
at half-price’ or two-for-one rates. fascinating stop for heritage travelers—and
families. It was for many decades a residence
8. In your marketing material, give your reader a reason for and a Mennonite meeting center for religious
justifying the trip. Travelers may not wish to appear frivolous worship. Now restored to its original medieval
when others are suffering financially. Germanic style, it centers a site that bears the
history of the earliest Lancaster settlement.
9. If designing and costing a trip from scratch, budget more for
Terri Stauffer of All-in-One-Tours, a receptive
marketing into your costing formula than you usually do. You
services operator, said her company also
may need to do last minute mailings, more public relations,
delves into the local culture with options like
and more raffles/give-aways to fill your trip. visits to Amish dairy farms where visitors can
purchase crafts and art and talk with the
10. Consider including some ‘do good’ events within the trip.
Amish owners. The famous foods of
Such projects will bring you more and better publicity prior
Lancaster also are featured on many tours, as
to the trip. guests enjoy restaurant bounty, produce and
fresh baked goods to carry home.

HOW TO GLEAN
GOOD MEDIA
Continued from page 8
reporter or editor are bound
to see their pitches fail.
How does one begin to
establish these relation-
ships? First be sure you
know the names of your
local business or trans-
portation reporters. Invite
them to lunch, coffee, or a
drink. Introduce yourself
and your company, and
bring along an information
packet, advises Shosteck.
Further, make sure you let
your reporters know you
don’t have a story to pitch
and no agenda. You tell
them you just want to
make contact and estab-
lish a line of open commu-
nication. Let them know
you can provide them with
information about the bus
business if and when they
happen to do a story on it.
“Make the introductory
sit-down not about what
you need, but about helping
them with what they
need,” advised Shosteck.
“Let them know you are a
source for statistics, infor-
mation and interviews. Ask
what feature stories they
might be working on in the
coming months - and listen
to their answers.” Tell them
you can offer sources or
introduce an expert in the
field who could be a
source. More than likely,
said Shosteck, your local
reporters and editors will
be stunned that you are
bringing them a an offer to
help them in their work,
rather than a veiled story
pitch.
So a month elapses and
suddenly that reporter gets
assigned a story on maybe
the 2009 Highway
Reauthorization Bill in
Congress. Guess whom he
calls - you! The next thing
you know, you are quoted
in the media. Other media
see that and think you
Continued on page 19
13
TRAILWAYS IS ON THE GROW!
Trailways keeps rolling forward despite the “I believe the buying power and road repair
economic recession! In 2009, we added 4 access Trailways offers is very valuable,”
members and saw 2 team members expand Birnie said. “Also, we are always looking for
operations. new business opportunities, and we think the
Trailways brand will bring that to us.”
Anchor Trailways of Western Kentucky
Team Trailways has expanded its southern Express Trailways
service tier with the addition of Anchor Founded in 1993, Express Trailways launched
Trailways of Kentucky. Located in Paducah, with three vans with which it provided local
the company will provide charter services. Orlando transportation services to inbound
Jared Stancil, Vice President of Anchor South American Visitors. Theme park and
Trailways, says his company is providing airport transfers were primary as general
charter services primarily for schools and charter opportunities developed. Today the
universities at the Paducal satellite location. company operates a fleet of 22 full-size
Team Trailways has expanded its southern motorcoaches. The company continues to
service tier with the addition of Anchor service many inbound international visitors
Trailways of Western Kentucky, located in who use both Miami and Orlando as gateways
for their tours. Express Trailways joins First
Paducah. Anchor provides scheduled route
and motorcoach leasing services, Jared Class Trailways of St Petersburg and
Stancil states that “Anchor is providing charter Endeavor Trailways of Miami, in expanding
services primarily for schools and universities the important Central and South Florida
at this site. Paducah is home to the American tourism and hospitality market for Team
Trailways.
Quilters Society’s annual show, and last year Continued on page 23
Anchor moved 30,000 people
around the city for various activities
during its annual conference.
Bieber Trailways of
Harrisburg
Steve Haddad purchased Capital
Trailways of Pennsylvania and
renamed it Bieber Trailways of
Harrisburg. Bieber Trailways will
continue to operate in the
Harrisburg area with expanded
services that include scheduled
run lines, charters and other travel
services.
Birnie Trailways
Based in update New York,
Birnie Trailways has several
decades of history, with founding
in 1947 by Martin K. Birnie. School
transportation is Birnie’s majority
business, along with transit and
charter contracts. Tim Birnie,
president, said his company also
does non-emergency Medicaid
transport in three counties and
operates a fixed route between
Syracuse and Little Falls.
 14

MEET YOUR BOARD

Tom McCaughey
Flagship Trailways
some of their work. That work is what kept us
R eal entrepreneurs often follow their
internal mandate to the next business afloat back then.”
opportunity in front of them, sometimes Flagship’s now fleet includes 14 motor-
without a roadmap or experience. It's usually coaches and none of the older originals.
the thrill of starting something new that Charters, military, and college clients form
keeps them moving. the company’s client base. Also casino runs
Tom McCaughey
President, Tom McCaughey follows that profile. After to Connecticut and Atlantic City.
Flagship Trailways 25 years in his family's waste management Tom joined Trailways in 2006 and served
and recycling business, he and his brothers on the strategic planning committee before
Twelfth in a series
cashed out of their Rhode Island company in his board election in 2008. He now serves on
of profiles about
1999. He stayed with the acquiring company the executive committee.
Trailways’ leadership
team. for a couple of years, but had a yen to starting
The board’s goal, he said, is to increase
something new.
shareholder value, generate profits and
“I stumbled on a three-bus motorcoach rebuild the Trailways brand to its former
company in Warwick,” he said. “I’d always prominence in the motorcoach industry
had an interest in buses stemming from a when it was a household name.
cross-country trip I took back in the 70’s all
THE SEVEN “We’ve voted to seek professional brand-
over the U.S., Canada and Mexico. I managed
MEASURES OF building guidance, and look forward to
to see 38 states and 12,000 miles on that
SUCCESS proposing a plan to our team of carriers in
30-day Greyhound pass. Even while I was
March. The board wants to hold everyone
doing the family business I never lost
Commitment to a higher standard of ethical behavior,
to Purpose admiration for motorcoaches.”
customer service, safety and passenger
He convinced the Warwick motorcoach comfort. And service must be consistent
1. A customer
service culture company owner to hire him as a driver—with across the brand. It’s like if I go to a Hilton
no training. “That’s when I learned what I didn’t hotel I expect to get a certain service level,
2. Alignment of know about buses,” remembers Tom. “I didn’t
products and and we think we can achieve a similar result.”
services with know how to open the door, turn on the heat
The board also wants to leverage Trailways’
mission or anything, but I managed to work for him
size with buying and advertising power. As a
about a year when I learned he wanted to sell
Commitment $500 million organization, our team can tap
to Analysis
out. I got the keys to the business in July, 2001.
into its own power to achieve the same
and Feedback The fleet had some old equipment and I
global power it once had, he said.
immediately set out that summer to refurbish
3. Data-driven what I had—put in all new interiors, etc.” “We have 2,000 coaches across North
strategies
America and they are all rolling billboards;
When the events of 9/11 occurred, Tom
4. Dialogue and but they need to display the same look. We
had several charter trips on the books but all
engagement also want to duplicate what Trailways did
of them disappeared. “That’s when I asked
back in the 30’s with pooling equipment,
5. CEO as a broker myself whose brilliant idea this whole motor-
of ideas drivers, and purchasing for their very sur-
coach operation thing was. I was all dressed
vival. Today, we have technology and other
Commitment up with no place to go!”
things they didn't have to make it easier to
to Action In the interest of survival, Tom’s search for achieve similar results. We need to write a
6. Organizational
business contracts took him to the girls’ new chapter and move away from out
adaptability boarding school nearby. “They were unhappy biggest obstacle, provincialism.”
with their carrier and agreed to hire me for
7. Alliance building

BOSS LADY
Joan Libby
President,
Cavalier Coach Trailways
In a series of articles
profiling Trailways
T ravel and transportation have been in
Joan Libby’s blood for a lot of years. She
stockholder— used to own a travel agency in Lexington,
Massachusetts, then gravitated towards the
companies, the
motorcoach sector that her dad had lived in
Traveler devotes for many years.
a special section
“I started my coach company with a small
in each issue business loan in 1986 in Boston,” she said,
highlighting the “and though I accepted just about every
piece of business I could get, we developed
organization’s senior travel as our biggest market. But I
lost a lot of business after the events of 9/11
female-owned
and decided to shift to college work
or managed
because it’s more stable and runs most of
companies that the year.”
are expanding part
Cavalier Trailways now serves many of the
of Team Trailways’ colleges in Boston and its surrounding
region for athletic events, shuttles and
network.
tours. Corporate charters for conventions
are also in the company’s mainstay, as are
military transports and casino runs.
Like many other business owners, Libby
is using the same survival tactics to navigate
the current economic climate as she did to
survive rises in insurance and fuel costs —
tenacity and teamwork.
“My philosophy is that Cavalier is every-
one’s company and we are a team. Our
employees are invested for the future and
they have interest in making things work
whatever comes along. We treat them as
individuals, and we respect them and their
families. They know I care about them and
they have shown they care about me, so the
respect flows both ways. We haven’t done
any downsizing and haven’t laid anyone off
even though summer business wasn’t very
strong. We made sure what we had was
spread evenly.”
15
The downturn in
business travel has
dented revenues,
she added, but she
believes it is returning
and that Corporate
America is re-evalu-
ating its travel
modes in the face
of airport hassles.
Maintaining fair
Joan Libby, President
pricing is primary
Cavalier Coach Trailways
for her.
“I don’t believe in price cutting,” Libby
continued. “It takes a long time to charge a
fair amount of money to cover costs, so if
you start bargaining to keep rolling, it takes
a long time to bring the prices back to
where they belong. We can add value — like
water and candy — to our services. If you
give good service, people will respect that.
I am one who believes operators must be
professional and maintain their business
line.”
Cavalier has been affiliated with Trailways
for four years, and Libby said the team net-
working has proved to be very valuable to
her and her company team.
“Learning how others operate their com-
panies and meeting people who can help
with road problems has been a huge lift for
us. Also, brand Trailways is recognizable
across the country and that is an excellent
business tool.”
 16

TRAILWAYS AFFILIATED PARTNERS

Brenda Borwege David McLaughlin Jay Pittman jimrem@hbci.com
ABC Companies American Seating Bus Group Commercial Rod Ricklefs Kevin Streit
800-222-2875 Company Bus Sales Employer’s+Plus, LLC Kevin Streit and Associates
507-334-0246 800-748-0353 866-726-5142 410-347-7000 702-528-5800
bborwege@abc-companies.com 616-732-6847 985-726-5131 410-347-7001 702-638-1976
dmclaugh@amseco.com jpittman@busgroup.com rricklefs@employersplus.com kstreit@consultka.com
Martin van Tol
ACC International, Inc. Mark Mueller John Spellings Nancy Willis Dave Johnson
800-265-7405 AmericanTrans Data Corp. BusforSale.com Fairfield Inn Properties of Key Equipment Finance
905-563-4452 714-751-3000 615-859-1998 the Smokies 952-465-3954
info@accecopowerbrush.com 714-751-3432 615-859-1995 865-428-7500 952-465-3955
markmueller@alsystem.com spellings@busforsale.com 865-429-8603 dave.johnson@key.com
Jaggi Ayyangar nancykerr@oaktennlodging.com
Accelar, Inc. Michael Brown Dave Mendenhall Joe Brinkmeyer
408-850-9999 Amerisearch Background Bus Solutions Dustin Beekman La France Industries
267-518-1586 Alliance 866-378-7100 First National Brokerage 513-871-5954
jaggi@accelarinc.com 440-996-2080 503-883-7100 Corporation 513-871-9332
440-996-8491 info@bussolutions.com 804-288-6263 joe.brinkmeyer@brinkmeyer.com
Lee Steinberg mikeb@americanbga.com 804-288-6990
Advantage Funding Denis Wiener dbeekman@fnbc.cc Randy O'Neill
Commercial Capital Corp. Deanna Kuempel Captive Resources, LLC Lancer Insurance
847-253-8831 Authorized Transmission 847-879-2359 Darryl Moser Company
847-454-9303 Remanufacturing (ATR) 847-781-1455 Gateway Ticketing 516-431-4441
lsteinberg@advantagefunding.us 847-213-9442 dwiener@captiveresources.com Systems, Inc. 516-889-5111
847-793-0763 610-987-4000 oneill@lancer-ins.com
Colin McGregor dkuempel@atreman.com Michael Licata 610-987-4001
AESYS, Inc. Community Anti-terrorism sales@gatewayticketing.com Leonard Allard
201-735-0288 Nancy Citti Training Institute Lantal Textiles, LLC
877-570-9445 Bergen Auto Upholstery 609-448-9655 Tara Walton 905-823-9427
colin.mcgregor@aesysinc.com Company, Inc. 609-448-9656 Greater Birmingham 905-823-8671
201-457-9100 mikel@cateyes.us Convention Visitors lena@lantaltextiles.com
David Ray 201-457-9103 Bureau
AFLAC bergenauto@aol.com Gina Conway 205-458-8000 Roger Handren
615-347-0315 Collette Vacations 205-458-8086 Michelin Americas Truck
615-494-3871 Elaine Morgan 800-793-6133 twalton@birminghamal.org Tires
dray6452@aol.com Berkeley Chamber of 401-727-1000 864-458-6968
Commerce gconway@collettevacations.com Jenny Leiker 864-458-5119
George Farrell 843-761-8238 GW Ad Group, Inc. roger.handren@us.michelin.com
AMAYA/ASTRON 843-899-6491 Bryan Allen 913-529-0004
Seating of N.A. emorgan@bcoc.com Daimler Buses North 913-529-0014 Brian McCoy
214-495-9975 America/Setra gwadgroup@gwadgroup.com MiX Telematics
214-495-9978 Shawneen Scharmer, CTIS 336-878-5437 972-641-6200
gfarr007@aol.com Bird-in-Hand Family of 336-878-5410 Charles Hall 972-641-6202
Companies bryan.allen@dcbusna.com HMS Company brian.mccoy@mixtelematri
Brian Niddery 717-768-1509 703-642-6013 cs. com
American Bus Exchange 717-768-1511 Dawn Clark 703-642-6108
705-835-6006 sscharmer@bird-in-hand.com Dandy Restaurant Cruise chall@hms-world.com Jack Brown
705-835-6006 Ships Mohawk Manufacturing
b.niddery@busexchange.com Seth Walters 703-683-6076 Frank Andreasik & Supply Company
Bridgestone Firestone 703-683-7442 INTAPOL Industries 800-323-7652
Steve Krukar North American Tire, LLC dandy@dandydinnerboat.com 800-631-0480 847-647-1066
American Energy 330-379-6075 201-432-5768 info@mohawkmfg.com
Independence, LLC 330-379-6637 Douglas Weatherly frank@intapol.com
301-805-1537 waltersseth@bfusa.com Detriot Diesel Corporation Pat Ziska
301-805-1537 313-592-0730 Jim Turner Motor Coach Industries,
steveaei@verizon.net Eric Lea 313-592-7066 Jim’s Truck & Trailer Inc.
Bus and Coach dou- Coachwerks 847-285-2172
International glas.weatherly@detroitdiesel.co 507-452-1294 847-285-2013
877-452-9224 m 507-452-2701 pat.ziska@mcicoach.com
785-678-2244
elea@bcibus.com
 17

TRAILWAYS AFFILIATED PARTNERS

tom@wardelectronics.com
Terri Colyer Bob Greene Glen Sokolis Jeff McAnany Chris Spell
Motor Coach Movies Radio Engineering Sokolis Group Transportation Insurance Warren Oil Company, Inc.
888-416-2572 Industries, Inc. 267-482-6155 Brokers, Inc. 910-892-6456
314-909-0879 800-228-9275 Ext. 262 215-419-4702 818-246-2800 910-892-4245
tcolyer@swank.com 402-339-1704 gsokolis@sokolisgroup.com 818-246-4690 cspell@warrenoil.com
bgreene@radioeng.com jmcanany@tibinsurance.com
Michelle Silvestro Jean Dell Amore Bill Burke
National Interstate Bob Schecter Stertil-Koni /OMER Dave Szukics Webb Wheel Products, Inc.
Insurance Company Relational Bus Systems,Inc. 410-643-9001 Tropicana Casino and 717-333-1469
800-595-2553 607-264-9300 410-643-8901 Resort 866-715-5382
330-659-8907 607-264-8070 lifts@stertil-koni.com 609-340-4062 bburke@ww.com
michelle.silvestro@ manager@rbs2000.com 609-343-6911
nationalinterstate.com Steven Kessler mlewis@tropicana.net Matt Hotchkiss
Charles Wotring Sunrise Premiums Wells Fargo Equipment
Jason Hradek Royal Coach Corporation Esther Morissette Finance, Inc.
National Transportation 717-691-1147 212-472-3220 Turbo Images 612-667-4129
Insurance Solutions 717-691-6623 212-472-3223 888-219-8872 612-492-9541
888-973-0545 royalcoach@comcast.net steve@sunrisepremiums.net 877-327-0799 matt.e.hotchkiss@
813-973-0755 esther@turbo-images.com wellsfargo.com
jhradek@ntisgroup.com Sackett Cook Peter King
Sackett Cook and TCF Equipment Deirdre McCarthy Polak, Dennis Hunter
Leif Petterson Associates/TIB Finance, Inc. CTIS Xscend Performance
Norse Systems, Inc. 410-828-7076 800-442-7811 Turning Stone Resort & Services
800-769-8468 410-828-0112 952-656-5081 Casino 877-497-2363
727-848-7708 scook@tibinsurance.com pking@tcfef.com 888-361-7869 913-649-7429
liefp@norsesys.com 315-361-8500 dhunter@xscend.com
Dustin Michalek Ronald Leblanc
Hazel Hernandez Safety Vision, LP Team Coach Imaging Mike Chaplar Rick Manna
North Little Rock Visitors 713-896-6600 866-986-3039 Unit Chemical ZF Industries, Inc.
Bureau 713-896-6640 418-386-2420 Corporation 847-478-6837
501-758-1424 dustin.michalek@ r.leblanc@tcimaging.ca 800-879-8648 847-478-6843
501-758-5752 safetyvision.com 702-564-6629 rick.manna@zf.com
hhernandez@northlittlerock.org Jerry DiPietro mchaplar@unitchemical.com
Sandy Follis Tourco
Robert Janeczko Sardo Bus & Coach 207-563-2288 Laurie Henry
Paradigm Technology Upholstery 207-563-3330 United Bank Card, SE
Consulting, LLC 800-654-3824 jerry@tourco.com 770-426-9553
609-890-4150 352-242-9290 770-426-9454
609-890-4154 sardosandy@aol.com Brad Cameron laurie@unitedbankcardse.com
rjaneczko@ptcllc.com TranSched Systems, LLC
Joseph DeAngelis 416-915-9593 Brian Mazurek
Michael Power Shore Funding Ltd. 419-519-9594 Vernon & Maz, Inc.
Prevost Car, Inc. 800-542-7467 abesenski@transched.com 800-800-8195
418-883-3391 732-842-2281 708-534-9149
418-883-4157 shorefund@aol.com Richard Sullivan vernonandmaz@hotmail.com
michael.power@volvo.com Transit Sales International
Charles Shriver 951-682-2557 Jeffrey McDowell
Stacy Renz Shriver Insurance Agency 951-682-2577 Volvo Financial Services
Protective Insurance 630-833-0480 richard@transitsales.com 336-931-4000
Company 630-833-0876 336-931-3732
800-644-5501 charlie@shriverinsurance.com John Kirkpatrick jeffrey.mcdowell@vfsco.com
317-632-9444 Transportation
stacy3377@gmail.com David DuPont Distributors, Inc. Thomas Edwards
Shure-Step 877-241-3601 Ward Electronics
Marshall Lucier 713-956-5240 732-396-8399 800-695-1670
Q-Straint 713-956-9311 tdiparts@comcast.net 352-242-1920
800-987-9987, ext. 214 shurestep@aol.com
954-986-0021
ehollinheat@qstrait.com
 18

TAP YOUR NEW

TRAILWAYS BENEFITS
G roup buying power is one of the best perks of
being a part of Team Trailways. Here are some
of the new resources in our benefits portfolio which
continues to grow:

Sokolis Group
Fuel buying management is at the core of good corporate
management. Discounts, rebates and lower costs are
among the benefits Sokolis offers Trailways. Sokolis audits
fuel invoices to prevent theft and ensure proper pricing
and controls are in place. Ask Sokolis to review your fuel
program and offer alternatives that may best what you
have—based on their buying power with fuel outlets.
www.sokolisgroup.com

Norse Systems
Let Norse design your integrated computer business
system to manage line runs, dispatches, driving qualifications,
accident tracking, charter pricing and booking, school
bus routing maintenance, inventory control, driver
qualifications and pay, and financial systems. Norse
offers a suite of solutions for the small operator for no
capital investment and a small monthly fee. References
from Trailways companies are available.
www.norsesys.com

Shure-Step Safety Stools

Physically challenged passengers appreciate safe step
stools to assist them in boarding and leaving coaches.
Shure-Step stools are designed with the elderly and
visually impaired user in mind, do not have legs that
can slide under foot, and are rated for up to 500 pounds.
www.shure-step.com

Ward Electronics
Onboard entertainment including mobile audio and
video, rear observation products and mobile office
technology (such as Internet access) are products
Ward Electronics provides. The company specializes
in motorcoach AV installations and customization and
does not charge according to the size of your fleet.
Let Ward interface with your current systems and keep
passengers happy while you’re moving them along.

HOW TO GLEAN
GOOD MEDIA
Continued from page 13
must be the recognized
industry expert. So they
call you too.
Media relationship-build-
ing takes time and effort,
Shosteck said, and some-
times efforts don’t yield
instant results. But your
investment can pay off in
the long run.
Every time you provide
good information to a
reporter, return their calls
promptly out of respect for
their inevitable deadlines,
or provide assistance to
them, you nurture a
prospective long-term rela-
tionship with the press.
Ultimately you will likely
win better ink, air time or
bandwidth for your compa-
ny. And, when you what to
place a story, you have
increased chances for
doing exactly that.
“Pitching reporters cold
is predictable,” added
Shosteck, “perceived as
being a nuisance and most-
ly a fruitless endeavor. But
thank goodness so many
people continue to do it.
Otherwise, your creative
approach at media relation-
ship-building wouldn’t stand
out in such bold refrain
from the rest of the PR
pack.”
19
SNARING INTERNATIONAL BUSINESS
provide high quality and value-added tours
A n upside of the American dollar’s value
decline is increased interest among in the U. S. Travelers often buy multiple tour
packages, and operators offer consolidated
international travelers — primarily from
Europe and Asia — in visiting the U.S. This tours at significant discount compared to
can be a lucrative market, said Nicole what a buyer would pay for individual tours
Schlosser, associate editor of Metro at market price at each location.
Magazine.
The most popular tours for internationals
“Coach operators are discovering ways of are in New York City and Chicago. The average
reaping the benefits of this business,” she amount of time the international traveler
said, “ranging from putting more emphasis spends on these tours is three days, short
on Internet sales, to partnering with third- for the amount of ground usually covered,
party resellers and tour companies in other but many of these overseas visitors are
countries.” experienced travelers and can fit a lot into a
short amount of time. They are used to getting
Critical to snaring international customers
on a bus and seeing a large sweep of territory.
is an understanding of their needs and cul-
tural attitudes, said Schlosser, attitudes that
differ from those of domestic customers.
Operators are taking advantage of the
international travel influx by
attending international tourism
trade shows and enlisting inter-
national Internet providers and
third-party resellers worldwide.
Enhanced Internet presence is
another positive in selling product
and services online, with discounts.
Web sales are attracting more
and more people.
Working with third-party
resellers, the overseas equivalent
of convention and visitor
bureaus, is also popular. These
resellers take customers from
foreign countries in large groups
and move them throughout the
world on different tours. They
are really consolidators and can
move them toward affiliates who

IN MEMORIAM
Norm Thompson \
Norm Thompson Leaves Impressive Legacy in Bus Insurance Industry
Bus insurance industry icon Norm Thompson
passed away peacefully in Sunland, California on
November 15th. He was 84.
Norm retired froths last full-time bus industry
position as Vice President for Lancer Insurance
Company in 1995, and worked as a marketing consult-
ant to Lancer for several years after his retirement.
Norm began his over 40 year career in the bus
industry as a bus operator and driver instructor for
the Southern California Rapid Transit District in the
mid-1950s. Ten years later, he began his long and
distinguished safety and insurance career when he
joined Transit Casualty Company which, for a 20 year
period (from the mid-1960s to the mid-1980s), was the
undisputed bus insurance leader in the U.S. In his 18
years with Transit Casualty, Norm rose to the position
of Vice President of Marketing for the insurer’s Western
Division.
Next stop was Transportation Insurance Brokers
(T.I.B.) in Glendale, California where, in the mid-1980s,
Norm helped build the foundation for that power-
house national bus insurance brokerage which main-
tains its dominant position almost 25 years later.
THE MOBILE MARKET
eaching people on the go is the next best thing in
R commerce. To access this market, the first thing
you need to do is make your website compatible with
mobile devices.
The next level is m-commerce is using text messages
to reach consumers. Text messaging is an ideal way to
appeal to younger consumers
While mobile devices can be good for reaching
potentially new customers, building a business
through mobile devices can also work with existing
customers. Business people turn to their mobile
20
Norm then moved back into the insurance company
world when he accepted the position of Vice President—
National Marketing for former bus insurer Clarendon
National Insurance Company.
After five years with Clarendon, Norm joined Lancer
as Vice President of Marketing, and remained in that
full-time position until his retirement in 1995.
“Norm was a great friend and even greater mentor,”
said Lancer Senior Vice President Randy O’Neill. “His
professionalism, integrity and commitment to the
bus insurance industry is best evidenced by the
dozens of today's bus insurance practitioners, myself
included, who have him to thank for showing them
the ropes in the turbulent bus insurance market of the
mid and late 1980s. The proud (don't call me former)
Marine will definitely be missed, but not forgotten.”
Norm is survived by his wife of 60 years, Ann, three
children, six grandchildren, 13 great grandchildren
and one great, great grandchild expected soon.
A funeral service was held on Saturday, November
28th at the First Baptist Church in Canoga Park,
California.
devices when they have down-
time, so this is an opportunity
to reach them with audio or
video podcasts that they can
subscribe to automatically
updated RSS feeds.
One of the popular m-commerce involves the
utilization of coupons.
Regardless of whether you use a coupon, text or
podcast, now is the time to get a jump-start on the
m-commerce market.
 21

DURING 2009, THE FOLLOWING VENDORS HAVE

JOINED TRAILWAYS AS AFFILIATED PARTNERS
American Trans Data
Website development, database development, AL SQUL
Charter UMCS and AL SQUL tour is provided by
American Trans Data.
Community Anti-terrorism Training Institute
CAT eyes provides training programs to citizens nation-
wide to observe and report possible terrorist activities.
Transit Sales International
Quality used transit buses are available for purchase by
Transit Sales.
Tropicana Casino and Resort
If you are looking for the best in an Atlantic City Resort
and Casino, you need to look no further than the
Tropicana. Check out our website at www.tropicana.net

First National Brokerage Corporation Ward Electronics

Company offers a wide variety of insurance programs to
include health, dental, vision and life insurance.
HMS Company
Value added management and technical security train-
ing and administrative serve is provided by HMS
to government, non-profit and private sector markets
Onboard entertainment including mobile auto and
video, rear observation products and mobile office
technology (such as Internet access) are products
Ward Electronics provides. The company specializes
in motorcoach AV installation and customization and
does not charge according to the size of your fleet.

MiX Telematrics
MiX provides information and related services for the
efficient and effective management of mobile assets.

Norse Systems
Let Norse design your integrated computer business
system to manage line runs, dispatches, driving qualifi-
cations, accident tracking, charter pricing and booking,
school bus routing maintenance, inventory control,
driver qualifications and pa, and financial system.
Norse offers a suite of solutions for the small operator
for no capital investment and a small monthly fee.

Sokolis Group
Fuel buying management is at the core of good corpo-
rate management. Discounts, rebates and lower prices
are among the benefits offered to Trailways companies.
Sokolis audits fuel invoices to prevent theft and ensure
proper pricing and controls are in place

Shure-Step Safety Stools

Physically challenged passengers appreciate safe step
stools to assist them in boarding and leaving motorcoaches.
Shure-Step stools are designed with the elderly and
visually impaired user in mind, do not have legs that
can slide under foot and are rated for up to 500 pounds
22

DIVERSE DRIVER
TRAINING OPTIONS
Along with behind-the-
wheel training, motorcoach
company owners are offer-
ing other training options as
follows:
1. Online Defensive Driver
Training courses are offered
by Daecher Consulting
Group. Courses are avail-
able on backing, driver med-
ical qualifications, intersec-
tion safety, passing and
lane changing, pedestrian
safety and motorcoach
space management. ABA
members are eligible for a
15-percent discount.
2. ABA's Bus Industry
Safety Council provides
training and safety products
and evaluates those already
in the marketplace.
3. The Bus and
Motorcoach Academy,
established by UMA, is an
online distance learning sys-
tem through the College of
Southern Maryland. The
academy is divided into two
schools, one for company
owners or managers with
more if a management
focus, and one for drivers
Classes are available
through an interactive Web
platform, allowing students
to learn at their own pace.
Owners and managers take
courses in business and
marketing, financial man-
agement, human resources,
and safety and compliance.
Drivers take courses in driv-
er qualification, vehicle
maintenance, safety driving
vehicle maintenance, pas-
senger issues, and security.
4. The Smith System,
well-known throughout the
transportation industry. It
is has five key principles for
space cushion driving' and
collision avoidance, includ-
ing aiming high in steering,
getting the big picture,
keeping your eyes moving,
leaving yourself an out and
making sure you are seen.
Continued on page 30
KEEPING YOUR GUARD UP
afety and security are twin priorities for
S Trailways companies, but lines between
the two are often blurred, said John Nichols,
Trailways director of security and business
development.
“Safety is more driven by how we handled
the coaches,” says Nichols, and security falls
into anti-terrorism initiatives. But lots of
things cross the line between the two.”
Security training continues for Trailways
companies, despite cutbacks in government
funding he said. In the absence of money for
on-site employee sessions, Trailways Corporate
is considering the use of webinars and DVD
training to keep the team up to speed on this
vital operations area. Larger motorcoach
companies — including some Trailways
members—participate in monthly industry
conference calls to discuss regulations and
strategies relative to passenger security.
TRAILWAYS IS ON THE GROW!
Continued from page 13
Southern Trailways of Alabama
Trailways has extended its service reach in
the U.S. Southeast region with the addition of
Southern Trailways of Alabama as its newest
charter and tour provider. Based near the
Alabama/Georgia border in Jackson’s Gap,
AL, Southern Trailways of Alabama brings
service expansion to its parent company,
Capital Trailways of Alabama in Montgomery.
Southern was purchased from a friendly
Capital competitor and will continue to
provide the package tours for groups under
the able management of its former owner,
Bill Tilton.
23
Nichols said there is a danger in that many
Americans have “gone to sleep” about terrorists
threats, even though there is increased activity
that could lead to attacks on U.S. soil.
“There have been over 500 successful terrorist
attacks on motorcoaches worldwide in the
past six years,” he said. “The eyes and ears of
the general public have thwarted about 200
attacks we know of within the U.S., but we
can’t let our guard down. Employees must be
vigilant and alert.”
Some recent events and incidences have
included, but are not limited to:
1. Additional arrests and raids in the New
York terror plot (from a cell in Denver,
CO), which included findings of research
on large scale events and venues, as well
as bomb making notes, bomb making
items purchased and backpacks
Continued on page 26
La Chaudiere Trailways
Team Trailways’ latest Canadian carrier
is based in Montreal, and it’s owned by the
Breton Family. Founded in 1990, it joins Great
Canadian Trailways in serving customers
throughout Eastern Canada and the U.S. Joan
Francois Breton, vice president, said the
Trailways brand will boost business for the
company. “We expect to interest stateside
operators who bring people into Canada in
our services. We provide airport transfers and
tour transport throughout our region.”
Breton also said networking with the team
is another major reason the company now
displays the Trailways brand.

SOCIAL MEDIA — LEGAL ESSENTIALS
1. Provide proper attribution for content. Abide
by any licensing terms/attribution or notice require-
ments. Be sure your right to use extends to electronic
formats.
2. Allowing others to post should be prohibited.
Do not encourage unauthorized use or copying of
third-party content. When possible, obtain consent
from author/owner prior to reproduction.
3. Know your role and identity. It is important to
clarify and announce your role, or lack of, in social
media sites. Most important is to distinguish official
communications from unaffiliated sites.
4. Be aware of Copyright Laws. The Digital
Millennium Copyright Act of 1998 provides protection
from copyright infringement claims. The
Communications Decency Act of 1996 offers protection
for providers/users from civil liability for defamation,
privacy invasion, negligence and trespass claims.
24
5. Seek counsel before starting an Online
Sweepstakes. Seek legal counsel before implementing
an online contest through an online social network.
Numerous state laws and regulations govern online
contests, lotteries, and sweepstakes. Certain prizes or
award practices can frequently constitute illegal gambling.
6. Watch what you say. Certain social networking can
be treated as advertising when content is posted
regarding a product or service. FTC guidelines indicate
that bloggers can be penalized for endorsing a product
or service without disclosing possible compensation by
the seller.
7. Don't ignore Privacy Rights. Privacy considera-
tions, particularly relating to children under the age of
13, apply to social networking sites. If personal data is
being collected, post a privacy notice describing data
collection and use practices.
8. Beware of Spam. Forms of viral campaigns can be
subject to laws governing unsolicited email. Consider
whether the recipient has consented to receive
any communications. Electronic opt-out notices
are generally for commercial email messages.
9. Protect intellectual property. Copying is not
only the sincerest form of flattery but is also the
easiest way for intellectual property rights to be
infringed or diluted. Consider copyright and trade-
mark registrations for all intellectual property.
10. Guard against Antitrust Risk. Social net-
working and related media sites can make it easy
to let your guard down and share information
that could lead to an antitrust law violation.
Remind members that they may not communicate
via sponsored social networking to share information
or encourage anticompetitive practices.
Adapted from "Social Media: 10 legal essentials for
social media." Association Now. December 2009.
25

HOW TO KEEP
EMPLOYEES
HAPPY AND
PROTECT YOUR
COMPANY
To foster a positive,
respectful workplace, be
sure to do the following:
1. Set Clear Guidelines —
The company's discrimina-
tion policies should be
clearly laid out in the
employees handbook and
supported by regular staff
meetings.
2. Document Everything —
Keep meticulous records
of negotiations and com-
munications during an
investigation and when
making an exception to
a company policy.
3. Lawyer Up — Make sure
your company complies
with relevant municipal,
state, and federal work-
place laws and seek
professional legal advice
when creating, changing,
or acting on company
policy.
4. Don't Retaliate —Title
VII of the Civil Right Act
of 1964 forbids retaliation
against employees who
report or participate in
workplace investigations of
discrimination.
5. Be Flexible —While
consistent and equal
enforcement is essential
to protecting your company
against any claim,
making exceptions
can sometimes be less
discriminatory, particular
if the request does not
compromise business
or safety.
STAY CONNECTED
ips on maintaining a high profile on
T social networking sites:
1. Draw a line. Keep yourself from blur-
ring work and personal time by maintaining
separate sites.
2. Determine the goal. Know what you
want to accomplish with social media, so
you not waste time and effort on unrelated
activities.
3. Schedule the task. Put short time
blocks on your calendar for updating your
social media connections. This will keep
you from popping on them too frequently
or following tangents because you don’t
have time to log off.
KEEPING YOUR GUARD UP
Continued from page 23
2. Moving truck rental attempts by suspects
in terror plot
3. Man arrested in Springfield, IL court
house bombing plot
4. Man arrested trying to place a bomb near
a skyscraper in Dallas, TX
5. Men investigated taking pictures along
the SEPTA subway line in Philadelphia
6. Petri dishes were found in an overnight
deposit box across the street from the FBI
building in Washington D.C.
7. Suspicious packages found in a small
Minnesota town near a school, the post
office and a utility center, with an addi-
tional five “McGuyver bombs” (home-
made) found throughout the city later
in the evening
Though none of the above devices were
found to be working or harmful, they could
have been rehearsals for other events.
In 2010, Nichols said Trailways companies
will continue to increase the use of security
lighting and Internet-based camera systems.
There’s also the need, he said, to lock all
doors on all vehicles at all times even in
fenced lots and to secure access to offices
26
4. Write in advance. Draft a package of
blog posts or tweets in one setting and then
post them over time.
5. Automate updates. Take advantage of
applications that will ease managing your
accounts. Ping.fm allows you to update
dozens of types of social networking sites
simultaneously. Hootsuite.com allows you
to load messages and set later posting
times.
— Adapted from “Precision Social Media:
Production and Efficient Strategies and Tactics.”
Laura Stake, www.theproductivitypro.com.
even during working hours.
Employees should watch out for suspicious
items or individuals who behave in suspi-
cious manners, including attempts to hide or
conceal something from view.
“We urge people not to touch, move or
open suspicious packages, but to call author-
ities and evacuate the area within 300 feet of
a package. They also should not allow use of
cell phones or two-way radios.” Reports of
any and all suspicious activity, no matter how
small he said, should go to First Observer for
tracking and follow-up in addition to local
law enforcement personnel. The number is
888.217.5902.
In addition, Nichols recommends multiple
web sites that give updates about security
issues and news. They include:
www.nationalterroralert.com
www.hstoday.us
www.tsa.gov/what_we_do/tsnm/highway/index.shtm
www.fbi.gov
google.com/alerts?hl=en —receive alerts via
email as they occur. You can set up keywords
such as terrorism, (your company) Trailways.
27
 28

OFFSHORE REPORT EUROPE

eam Trailways’ ElboBus Trailways

T (Netherlands) and Seitz Reisen Trailways
(Germany) report 2009 has been an up and
down business year. And new government
regulations continue to challenge operations.
In Canada, Trailways operators are partnering
with their U.S. team members for driver and
road relief. Business for 2009 has been a mixed
bag north of the U.S. border, depending on a
company’s market location and business mix.
“A lot of groups cancelled their trips to Europe
last year, or groups were smaller,” said Helmut
Seitz, president of Seitz Reisen Trailways. At the
beginning of the year, things looked pretty bad.
As time went on, we saw some improvement in
the numbers. Even though groups from the states
cancelled, we got a lot of new ones from other
regions over the world such as China and India.
ElboBus Trailways
These groups normally ask for the lowest price and
standards but this year they ask for high standards Another situation is challenging continental companies,
and they paid good prices for that.” however. Many cities and towns have air pollution problems
Seitz also cited a challenging falloff in his company’s so they are charging entry fees or are limiting accessibility
employee shuttle business for BMW. When demand for to vehicles with the highest emission standards.
new cars fell off early last year, BMW stopped produc- “You can enter London,” Seitz said, “but you have to
tion for several weeks and had no need for the shuttle. pay about $400 per day to do so. And in Germany, you
“We normally drive about 240 days for BMW and for have another problem. Each town has its own standards,
2009 it was about 190 days,” he said. and the regulations begin on different dates. The rules
But late in the year, the outlook wasn’t so negative. take effect in Munich January, 2010 and in Berlin
“All in all, our incoming business was as good as it was January, 2012. Towns want various levels of emission
in 2008.” standards.” Seitz said it’s possible to put filters on older
buses, but they are expensive.
Martyn Besselsen, president of ElboBus Trailways,
said 2009 has been his company’s worst year ever, Besselsen said he has received many good comments
especially due to cancellations from overseas groups. on the new Trailways logo decals and he is using them
on all coaches. “I can’t understand why some Trailways
“The good news is we had some last-minute book-
members don’t use the name on their buses and adver-
ings, so our losses were 50 percent lower than we had
tisements. We are so proud of it,” he said.
predicted earlier in the year,” he said.
ElboBus Trailways has installed its own high ropes
Also in the good news department: the European
course and plans to offer a “Challenge Run” day trip
Union (EU) has reinstated its
package in the new year
law that a driver can work up to
that will include transporta-
12 consecutive days. As of June
tion for all schools in
4, 2010, that law will be in effect
Holland. The company
—a good benefit for interna-
owns the park, so it can
tional tour operators. The EU
offer the deals at very com-
had previously mandated that
petitive prices, he
drivers must have a one-day
explained.
break after six days of driving.
Now the regulation is for two- Continued on page 30
day breaks after 12 days of
driving.

THE POWER
OF ONE
Whether you are a new
manager or taking over as
the leader of a team, it is
important to start off on
the right foot by remem-
bering a few common
tactics:
The Golden Rule: ‘Do
unto others as you would
have them do unto you.’
In our current economy,
people are not always
practicing the golden rule.
Treating people nicely
will earn the trust of
employees, which is a
'key to success.'
Winning Strategy: If a
new CEO, it is important
that you agree with the
company's goals. It is
really important that
every employee knows
the strategy of the com-
pany, even though this is
completely against con-
ventional wisdom, since
strategy is a secret in
most companies.
Hit the Ground Running:
You must take what you
are doing and make it
better. The ten most
successful CEOs in con-
temporary America didn't
dawdle, and they pro-
duced results.
INSURANCE AND SAFETY UPDATES
By Jack Burkert
railways’ committee on insurance matters
T is monitoring issues and working with
policy insurers to incorporate the best interests
of motorcoach operators in guidelines and
regulations.
Committee co-chairs Aerial Fullington
Weisman (Fullington Trailways) and Tom
Chezem (Daimler Buses North America)
report some insurers are encouraging operators
to install accident event recorders.
“Insurers believe accidents could be
reduced if operators monitor and do follow up
shortly after and event,” said Weisman. “Also, if
the operator is at fault, then claims might be
settled in shorter time with lower litigation
costs. If the operator is not at fault, the insurer
can defend with pertinent evidence so the
other involved party settles quickly.”
Weisman also said vehicle insurance
companies report they have weathered the
economic crisis and are stabilized.
Seat belt regulations remain pending. More
information on this issue will be presented at
the Trailways 74th Annual Conference &
Meeting in March. Jack Burkert, Trailways safety
program manager, said he presumes the fed-
eral government will require seat belts for
future operations burt details are yet unclear.
“It’s a given that downstream, buses will
have passenger seat restraints,” he said, ”As to
whether retrofits will be required—that is up
for grabs. We know buses without seat belts in
a universe of others that do have them will be
less than desirable equipment.”
Changes affecting driver rest periods are
also in motion. Last summer, a Paradise
Trailways driver was pulled out of service
when law enforcement personnel refused to
recognize the longstanding (since the mid
1990’s) custom in place of allowing a driver to
remain on the coach to rest while off duty.
Enforcement officials demanded that the driver
stay off the bus for the duration of the rest
stop, declaring the honest driver “out of service”
when he admitted he was on the bus during
and Atlantic City layover.
29
“My recommendation is that operators
advise their drivers to leave the bus during a
layover,” said Burkert.
In other driver-related matters, the U.S.
Department of Defense inspectors are now
enforcing an often unacknowledged section of
the Federal safety relations which demands
that carriers “audit” their substance abuse
testing consortium to sure that it remains in
compliance with the numbers of tests per-
formed. Operators are advised to obtain on a
regular basis—at least twice a year—a summary
document from their substance abuse service
providers that details the company’s compliance
with regulations in all aspects, including specific
details of the numbers of covered employees,
number of random tests conducted, and
number of random tests actually completed.
“It’s also important to maintain information
from the service provider on all test conducted,”
advised Burkert, “the types of tests given and
information pertaining to the numbers of
positive and negative test results.”
He also reported that charter rules continue
to evolve. “The FTA (Federal Transit
Administration) has issued rules that prevent
transit operators from operating charters,”
said Burkert. “But there is some backlash from
operators and clients of transit operators who
demand the right to continue using transit
buses for events.” Washington state senator
Patty Murray has asked the FTA to suspend
the rules for her state. Trailways favors the FTA
rulings and opposes the Murray position.
“There are fears about kickback from some
transit agencies, but more significant is the
backlash from end users who want to continue
the relationships they have with transits,” he
explained.
Trailways will continue providing seminars
in 2010 to educate, upgrade and refresh
Team Trailways managers and employees
about topics such as changes in Federal
Motor Carrier Safety Regulations and OSHA
record keeping.

DIVERSE DRIVER
TRAINING OPTIONS
Continued from page 23
This method of training is
provided via classroom and
on-road instruction, on line
classes, and DVDs available
in multiple languages.
Instructors typically go to
Motorcoach companies to
teach which includes a
slideshow presentation and
manual that trainers can
use in subsequently deliver-
ing the program to drivers.
Adapted from an article
that appeared in the August
2009 Metro Magazine.
OFFSHORE REPORT
Continued from page 28
was quite a challenge for us to get this course
built and certified to the latest safety standards,
but we beat the challenge and are ready for
bus loads of people to experience it!”
Larry Hundt, president of Great Canadian
Trailways in Ontario, said 2009 business was
a mixed bag for operators under the maple
leaf, depending on location and business mix.
“We have held our own here in sales in part
because fuel pricing dropped significantly,” he
said. “Other Canadian operators have suffered
quite a lot this year, depending on their
location and business mix.”
Hundt said his operation has benefited
immensely from partnering with Paradise
Trailways in New York for relief drivers.
“Godfrey LeBron and I have talked a lot
about this matter and how the Trailways
Team could work together more to help each
other with drivers and coach repairs. His help
has given us a great edge over competitors
30
who can’t offer the same services we can for
New York City charters. It’s a night’s drive into
the city from where I am, and when groups
arrive there they want to keep moving
around. When Team Trailways cooperates like
this, it gives us huge advantages in remaining
‘legal’ by taking advantage of drivers from
other companies. And there are opportunities,
of course, for road repair help too.”
Motorcoach transportation is still highly
regulated in Canada, Hundt said, but that
could be changing. “Greyhound has threat-
ened to cut off some unprofitable rural routes
in Northern Ontario and Manitoba if the gov-
ernment does come forth with subsidies,”
Hundt continued. “But there may be a back-
lash from the government. Instead of giving
subsidies, they could de-regulate and operators
will get competition on routes where they
have not had it.”
31

BUNDLING FOR BIG BUSINESS —
INTERNATIONAL TRAILWAYS
he word “bundling” can have varied connotations,
T but in Alan Thrasher’s mind, it means pooling
resources of several Team Trailways companies for
large pieces of business. Whether the piece of business
is a major international sporting event or a large city-
wide convention, the possibilities can be profitable —
and exciting he said.
“We are doing transport projects all over the country,
and we go for events that most of our companies simply
could not handle alone,” says Thrasher. “But it’s possible
for several companies to get a piece of the larger action.
For instance, a convention might need 50 buses. You
are the nearest guy but you have only 14 in your fleet.
So you need help to snare that business.”
32
This is a team concept which involves contributing
your buses for everyone’s benefit. Once you get past
the mindset of $1500 for 10 buses rather than $1100
for 60 buses, you then realize we are a big team made-
up of individually owned companies; shareholders of
a single organization.”
Thrasher said Team Trailways’ latest business “coup”
is for 200+ buses at a major international sporting
event in early 2010. The contract prevents mention of
the event by name.