Greyhound Lines, Inc. , commonly abbreviated to Greyhound , is an intercity bus public transport that serves over 3,800 destinations across North America. The company's first route began in Hibbing, Minnesota in 1914, and the company adopted the name Greyhound in 1929. Since October 2007, Greyhound has been a subsidiary of British FirstGroup transport company, but still based in Dallas, Texas , which has been headquartered since 1987. Greyhound and sister companies at FirstGroup America are the largest motorcoach operators in the United States and Canada.
Video Greyhound Lines
Histori
1914-1930: Tahun-tahun awal
Carl Eric Wickman was born in Sweden in 1887. In 1905, he moved to the United States where he worked at the mine as a drilling operator in Alice, Minnesota, until he was dismissed in 1914. That same year, he became a Hupmobile salesman in Hibbing, Minnesota. He proved unable to sell cars. In 1914, using the remaining vehicle, a 7-passenger car, he started a bus service with Andy (Andy Bus) Anderson and C.A.A. (Arvid) Heed, by hauling iron ore miners from Hibbing to Alice (known for his saloons) at 15 cents up.
In 1915, Wickman joined Ralph Bogan, who runs a similar service from Hibbing to Duluth, Minnesota. The new organization's name is Mesaba Freight Company, and generates a profit of $ 8,000 in its first year.
At the end of World War I in 1918, Wickman had 18 buses and made an annual profit of $ 40,000. In 1922, Wickman joined Orville Caesar, owner of the Superior White Bus Track. Four years later, Wickman purchased two West Coast operations, Pioneer Yelloway System
The name Greyhound has its origins in the initial escape route from Superior, Wisconsin to Wausau, Wisconsin. When passing through a small town, Ed Stone, the route operator, saw the reflection of his 1920s-era bus in the shop window. The reflection reminded him of the greyhound, and he adopted the name for the Blue Goose Lines segment. The name Greyhound became popular and then applied to the entire bus network. Stone later became General Sales Manager of Yellow Truck and Coach, a division of General Motors (GM), who built the Greyhound bus. Wickman, as president of the company, continued to expand it so that in 1927, the bus traveled across the continent from California to New York. In 1928, Greyhound had annual revenues of $ 6 million.
In 1929, Greyhound gained additional interest in the Southland Transportation Company, Gray Line, and part of the Colonial Motor Trainer Company to form the Eastern Greyhound Line. Greyhound also gained interest in Northland Transportation Company, and renamed it Northland Greyhound Lines .
1930-1945
By 1930, more than 100 bus lines had been consolidated into the so-called "Transit Motor Company". Recognizing the need for a more memorable name, the partners of the Transit Motor Company decided to change their name after the marketing phrase "Greyhound" used by the previous bus line.
Wickman's business suffered during the Great Depression, and in 1931 more than $ 1 million in debt. As the 1930s progressed and the economy improved, the Greyhound Company began to succeed again. In 1934, the intercity bus lane (the Greyhound was the largest) transported some 400,000,000 passengers - almost as many as a Class I train. The Happened One Night (1934) film centered on an heir ( Claudette Colbert) who travels by Greyhound bus with a reporter (Clark Gable). The film is credited by the company to spur the national bus journey. In 1935, national intercity bus passengers increased 50% to 651,999,000 passengers, exceeding the volume of passengers carried by the first Class I train. In 1935 Wickman was able to announce a record profit of $ 8 million. In 1936, already the largest freight bus company in the United States, Greyhound began accepting delivery of 306 new buses.
To accommodate rapid growth in bus travel, Greyhound also built many new stations in the period between 1937 and 1945. To unify its brand image, it purchased buses and bus stations in the late Art Deco style known as Streamline Moderne. started in 1937.
For terminals, Greyhound maintains architects such as W.S. Arrasmith and George D. Brown. Important examples from the Streamline Moderne station have been preserved in Blytheville, Arkansas, Cleveland, Ohio, Columbia, South Carolina, and Washington, D.C.
For the new streamline bus, the Greyhound worked with the Yellow Coach Manufacturing Company for the 700 Series bus, the first for the 1919 prototype Series 719, and since 1937 as an exclusive customer for Yellow's Series 743. bus, the Greyhound named "Super Trainer" and bought a total of 1,256 between 1937 and 1939.
By the outbreak of World War II, the company had 4,750 stations and nearly 10,000 employees.
1945-1983: Extension, desegregation, and diversified
Wickman retired as president of the Greyhound Corporation in 1946, replaced by his old partner Orville S. Caesar. Wickman died at the age of 66 in 1954.
Greyhound commissioned renowned industrial designers Raymond Loewy and General Motors to design several special buses from the 1930s through the 1950s. The first loewy was GM PD-3751, Greyhound Silversides produced in 1940-1941. 1954 saw the debut of the first bus backed the typical Hound foul. In 1944 Loewy had produced an image for the GM GX-1, a full-fledged showroom bus with the first prototype built in 1953. The Scenicruiser designed Loewy and was built by General Motors as the model of the PD-4501. The front of the bus is clearly lower than the back.
After World War II, and the construction of the Interstate Highway System began in 1956, vehicle ownership and travel became the preferred mode of travel in the United States. This, combined with increased air travel affordability, spelled problems for Greyhound and other intercity bus operators.
In October 1953, Greyhound announced the acquisition of all Tennessee Coach Company operations, and negotiations for Blue Ridge Lines, and its affiliated White Star Lines, which operates between Cleveland and Mid Atlantic Seaboard.
In 1955, the Interstate Trade Commission ruled in the case of Keys v. Carolina Coach Co. that the US intercity bus operations, such as Greyhound's, can not be separated by race. In 1960, in the case of Boynton v. Virginia , the US Supreme Court found that an African American had been wrongly convicted of unauthorized entry into a "white" terminal area. In May 1961 civil rights activists organized racial freedom vehicles as evidence of the rule of desegregation. On May 14, the mob attacked a pair of buses (a Greyhound and Trailways) who traveled from Washington, DC, to New Orleans, Louisiana, and slashed the Greyhound bus tires. A few miles outside Anniston, Alabama, the crowd forced the Greyhound bus to stop, broke the window, and burned it. Massa closed the bus door, intending to burn the rider to death. Sources do not agree, but fuel tanks explode or investigators â € <â € Civil Rights Act 1964 Title II and Title III extend protection outside federated operators such as Greyhound, to include non-discrimination in hotels, restaurants and other public accommodation, as well as state and local government buildings. Later in the 1960s, the Greyhound leadership saw a decrease in the number of passengers and initiated significant changes, including using favorable bus operations to invest in other industries. In the 1970s, Greyhound had moved its headquarters to Phoenix, Arizona and was a large and diversified company, with ownership in everything from the Armor meat packing company (which in turn had the popular Deodoran Dial soap brand), acquired in 1970; Express money order from Traveler, MCI manufacturing company and TMC bus, and even aircraft leasing. Indeed, the Greyhound has entered a period of great change, even beginning to employ African American racers and women in the late seventies. In 1972, Greyhound introduced unlimited mileage specifically "Ameripass." The pass was originally marketed as offering "99 days to $ 99" (equivalent to $ 579.19 today) or, in other words, transport to anywhere anytime, for a dollar a day. For decades it is a popular choice for travelers on a budget who want to travel in cities and towns of America. Over time, Greyhound raised ticket prices, shortened its lifetime and changed its name to Discovery Pass, before finally stopping it in 2012. Greyhound acquired Premier Cruise Line in 1984. Between 1985 and 1993, Premier operated as the "Walt Disney World Official Cruise Line" with Disney characters onboard. 1983-2001: Consolidation, strikes, and bankruptcy
Greyhound driver strike in 1983
In 1983, Greyhound operated a fleet of 3,800 buses and transported about 60 percent of the intercity intercity bus market of the United States. Starting November 2, 1983, Greyhound suffered a massive and bitter strike with one death in Zanesville, Ohio, when a company bus ran over a worker on the picket line. A new contract has been ratified December 19, and the driver returns to work the next day.
1986-1990: Spin -off, merger, and bankruptcy first
When the contract negotiations with the Amalgamated Transit Union (ATU) will end again at the end of 1986, the bus line is in the process of being sold to Dallas-based investors. In early 1987, Greyhound Lines has again become a stand-alone bus transportation company. Under CEO Fred Currey, a former rival Continental Trailways executive, the company's headquarters Greyhound moved to Dallas, Texas.
In February 1987, new ownership Greyhound Lines and ATU agreed a new 3-year contract. In June 1987, Greyhound Lines acquired Trailways, Inc. (formerly Continental Trailways ), the largest member of the National Bus System Trailways, which effectively consolidates into the national bus service. Greyhound is required by the ICC, in their action to approve the merger, to maintain a coordinated schedule with other scheduled service operators in the US.
Between 1987 and 1990, the former Greyhound Lines parents continue to be called Greyhound Corp. , confusing passengers and investors. Greyhound Corp. retain both the Premier Shipping Line and ten Greyhound - non-bus subsidiaries, such as Greyhound Recreation Services, Inc. (an airport tax-free shop operator and cruise ship), and the Greyhound Exhibition . In March 1990, the parents of a former conglomerate changed its name to Greyhound Dial . Because the Greyhound Dial switchboard kept getting inquiries from the misguided bus passengers, it finally changed its name to Dial Corporation in March 1991, to eliminate any connection with bus travel.
1990: Greyhound driver attack
In early 1990, the driver contract from 1987 ended at the end of a three-year contract period. In March, ATU started its attack on the Greyhound. The 1990 race strike was similar to the bitterness of the 1983 strike, with violence against strikers and their replacement workers. One striker in California was killed by a strikebreaker-driven Greyhound bus, and a shot was fired into the Greyhound bus. During the strike by its 6,300 drivers, Greyhound spent a great deal of its fleet of 3,949 buses and canceled 80% of its route. At the same time, Greyhound has to compete with the emergence of low-cost airlines like Southwest Airlines, which further reduces the market for inter-city bus transportation over long distances. Without the financial strength provided in the past by the parent company, lower income strikes and higher fees for security and work-law penalties caused Greyhound to file for bankruptcy in June 1990. The strike would not be settled for 38 months under the terms profitable for Greyhound. While the National Labor Relations Board (NLRB) has provided compensation for unfair labor practices to strikers, this accountability is released during bankruptcy reorganization.
The early 1990s: Bankruptcy and anti-monopoly case
By the end of 1990, the company had $ 488 million in assets and $ 654 million in liabilities. During the bankruptcy, the company ultimately had to overcome claims for $ 142 million in repayments for its flashy drivers, and $ 384 million of pre-bankrupt debt largely owed to investor groups led by Fred G. Currey.
According to the company, after emerging from bankruptcy in August 1991, Greyhound has shrunk its entire workforce to 7,900 employees (from 12,000 pre-bankruptcies), and cut its fleet to 2,750 buses and 3,600 drivers.
In August 1992, Greyhound canceled a terminal bus agreement (BTL) agreement with another carrier at 200 terminals, and enforced the requirement that Greyhound be the sole seller of a tenant bus ticket within a 25 mile radius of the Greyhound terminal. In 1995, the United States Department of Justice's Antitrust Division filed a lawsuit to stop this practice, stating that it was illegal trade control, bad for consumers, and reduced competition. In February 1996, the United States won the case, and the Greyhound agreed to allow tenants to sell tickets nearby and allow tenants to honor interline tickets with competitors.
Greyhound's total revenue in 1994 was $ 616 million.
2001: merger and bankruptcy Trailways-Laidlaw
In the late 1990s, Greyhound Lines acquired two more members from the National Trailways Bus System. The Company purchased the Carolina Trailways in 1997, followed by the intercity operations of Southeastern Trailways in 1998. After the acquisition, most of the remaining members of the Trailways System began to collaborate with Greyhound, stop their scheduled service routes, diversify into charters and tours, or get out of business altogether.
On September 3, 1997, the transport conglomerate Burlington, Ontario, Laidlaw Inc. announced it will buy Greyhound Canada Transportation ULC (Greyhound operation in Canada) for US $ 72 million.
In October 1998, Laidlaw announced it would acquire US operations from Greyhound Lines, Inc., including Carolina Trailways and other Greyhound affiliates, about $ 470 million. When the acquisition was completed in March 1999, all Greyhound and many Trailways have become Laidlaw subsidiaries.
After causing huge losses through his investments in Greyhound Lines and other parts of his diversified business, Laidlaw Inc. filed for protection under US and Canadian bankruptcy laws in June 2001.
2002-2007: Laidlaw years
Naperville, Laidlaw International, Inc. based in Illinois listed its shares on the New York Stock Exchange on February 10, 2003 and emerged from a reorganization on June 23, 2003 as a replacement for Laidlaw Inc.
Following this bankruptcy filing, the Greyhound stopped in the countryside with low demand and began to concentrate on a dense, inter-metropolitan route. It cuts nearly 37 percent of its network. In some rural areas local operators take over long stops (often with government subsidies) particularly in the state of Plains, parts of the upper Midwest (such as Wisconsin), and the Pacific Northwest.
Beginning in 1997, Greyhound has faced significant competition in the northeast of the Chinatown bus line. In 2003, over 250 buses, operated by competitors such as Fung Wah and Lucky Star Bus competed fiercely from the roadside in Chinatown in New York City, Boston, Philadelphia, and Washington, DC When operating on intercity routes, Chinatown buses priced which is offered about 50% less than Greyhound's. Between 1997 and 2007, the Chinatown buses took 60% of the Greyhound market share in the northeastern United States.
2007-present: FirstGroup Ownership
On February 7, 2007, Scotland's FirstGroup transport group bought Laidlaw International for $ 3.6 billion. The deal closed on 30 September 2007 and the acquisition was completed on October 1, 2007. Although FirstGroup's interest was primarily the school and Laidlaw transit bus operation, FirstGroup decided to retain the Greyhound operation and in 2009 exported the brand back to the UK. as Greyhound UK.
Currently, 1,229 buses in Greyhound serve more than 3,800 destinations in North America, covering 5.5 billion miles (8.8 billion km) on North American roads.
The "New Greyhound"
Immediately upon acquiring the operator, FirstGroup sought to improve Greyhound's image and create the so-called "New Greyhound", repairing multiple terminals, expanding its fleet with new buses, repairing old buses, and retraining customer service staff. Greyhound also started a new advertising campaign with Butler, Shine, Stern & amp; Partners aim to attract children aged 18 to 24 and Hispanics return to "The New Greyhound".
The "New Greyhound" also saw the introduction of fresh logos and the new dark gray and gray livery for the bus, which was launched into the national fleet for several years. When the old buses are repainted, they are also refurbished, receiving wireless Internet access, power outlets, and new leather seating with longer legroom.
Addressing "overbooking"
During its ownership by Laidlaw, Greyhound was criticized for its ticket sales practices, in particular even though the tickets had the date and time of departure printed on them, Greyhound did not always stop selling after all seats were purchased for each departure. In periods of high demand, Greyhound adds additional "parts" (buses), but the threshold required to trigger additional parts varies, often leaving the passenger behind to await the next bus departure.
Shortly after the sale to FirstGroup is closed, Greyhound initiates a program in a particular market, where the rider can book a seat for an additional $ 5. However, only a limited number of seats can be booked and the fee should be paid at the terminal ticket counter, even if tickets are purchased first first online.
The problem is further addressed in 2014, when Greyhound launched a new computer management system of results. With the new system, Greyhound can now manage closer the number of tickets sold for each departure and dynamically adjust prices based on sales. Although the number of over-booked buses has been sharply reduced with this new system, Greyhound still does not explicitly guarantee seating for everyone with tickets (except on the Greyhound Express route).
Service launched since 2010
The next major change made by FirstGroup was the launching of a premium bus route brand called "Greyhound Express" in 2010. It happened at the same time when Megabus's competitors launched their third and fourth hubs in Philadelphia and Washington DC and began to emphasize express services. The Greyhound express route makes fewer stops between major cities (compared to regular Greyhound routes), using only newer models or updated buses, has guaranteed seating, and tickets start at $ 1. Expansion in the network and upgrades Greyhound service in its service in early 2010 is at least partly a competitive response to Megabus. In 2014, Greyhound CEO David S. Leach claimed a profit of $ 73 million for revenues of $ 990.6 million, and attributed the company's success to a mix of shifting urban populations, less attractive driving options, and competition that benefits all operators.
In July 2015, the company announced that it would open a terminal in Monterrey and Nuevo Laredo, Mexico, and start a service between the two cities with the next schedule to the existing terminal in Texas. Thus, Greyhound claims to be the first American bus company to operate intra-Mexico routes. In September 2015, Greyhound announced the expansion of services in Missouri and Kansas shortly after Megabus announced that it would end service to several cities and campuses.
Maps Greyhound Lines
Services
Greyhound operates 123 routes serving more than 2,700 destinations across the United States. Greyhound scheduled services compete with private cars, low-cost carriers, Amtrak, and other intercity coach bus companies.
Greyhound Express
Greyhound Express is a low-cost, low-cost city-to-city service that makes fewer or less stop stops than traditional routes. Rates start at $ 1 and seating is guaranteed because the buses are not booked excessively. Greyhound Express is designed to compete directly with low-cost carriers like Megabus, Chinatown bus lines and Flixbus.
The service began on September 28, 2010, with multiple routes radiating from New York to major cities in the Northeastern United States and growing rapidly to serve destinations in the Middle West, South and Southwest of the United States. Currently the Greyhound Express network has grown to serve 930 city pairs in nearly 120 markets, with further planned expansions.
The Greyhound Express route is assigned a new or refurbished bus that comes with Wi-Fi, power outlets, leather seats, and extra legroom. At many stations, Greyhound Express customers can take advantage of special waiting areas, separate from passengers traveling with Greyhound services or other operators. Some stations also take passengers to Greyhound Express buses using numbers printed on tickets. This number is set in the order in which tickets are purchased, which means that passengers who bought their tickets previously boarded the bus and selected their previous seats.
Greyhound Connect
Greyhound Connect is a connector service that operates shorter routes to carry passengers from bus stops in smaller smaller towns to stations in larger urban cities. Buses either from the existing Greyhound fleet or smaller medium sized buses (which are not equipped with toilets). Currently the Connect Greyhound service is offered in Alabama, Arizona, Arkansas, Colorado, Maryland, Missouri, Montana, North Carolina, Utah, and Vermont. Some routes are operated using funds from the "Federal Formula Grants Program for Rural Areas" from the Federal Transit Administration.
Cities served include (city terminal in bold):
Alabama: Alexander City, Alexandria, Anniston, Atmore, Bay Minette, Birmingham, Chattanooga (Tenn.), Childersburg, Columbus (Ga.) , Dothan, Enterprise, Evergreen, Fort Payne, Gadsden, Seluler , Opelika, Pell City, Steele, Sylacauga, Talladega
Arizona: Cocopah Casino, Fortuna Foothills, Gadsden, San Luis, Somerton, Wellton, Yuma (along with stops at Arizona Western College and in Downtown Yuma and West Yuma)
Arkansas: Bald Knob, Jonesboro, Little Rock , Pohon yang Ditandai, Newport, Searcy, West Memphis
Colorado: Craig, Denver (bersama dengan pemberhentian di stasiun Greyhound Denver), Dinosaur, Granby, Hayden, Hot Sulphur Springs, Idaho Springs, Kremmling, Milner, Steamboat Springs, Winter Park
Maryland: Aberdeen, Baltimore , College Park, Edgewood, Elkton, Havre De Grace, Laurel, Washington (DC) , White Marsh, Wilmington (Del.)
Missouri: Cabool, Columbia , Kota Jefferson , Houston, Huntsville, Kirksville, Macon, Mountain Grove, Ottumwa (Iowa), Rolla , Springfield
Montana: Arlee, Evaro, Kalispell, Lakeside, Missoula , Pablo, Polson, Ravalli, St. Ignatius, Whitefish
Carolina Utara: Ahoskie, Edenton, Elizabeth City, Goldsboro, Greenville, Jacksonville , Kinston, New Bern, Raleigh, Rocky Mount , Smithfield, Wallace, Washington, Williamston, Wilmington , Wilson
Utah: Duchesne, Fort Duchesne, Kota Heber, Myton, Kota Taman, Roosevelt, Salt Lake City , Vernal
Vermont: Albany (N.Y.) (along with airport stops), Burlington , Hanover (N.H.), Rutland , White River Junction
Service Charter Greyhound
The Greyhound Charter Service arranges charter buses for customers who use the Greyhound fleet of motorboats. Unlike many smaller charter operators, Greyhound is able to operate nationwide and offer one-way service, due to route networking. In addition to providing transportation to individual groups, schools, and event operators, the Greyhound Charter Service is also approved by the military and government as a charter bus vendor.
Greyhound Express Package
In addition to carrying passengers and luggage, the Greyhound bus also packs. Through the Greyhound Express Package customers can order door-to-door or station-to-station cargo shipments. The company said that bus deliveries offer a cost-effective alternative to other landline or air carriers for delivery on the same day.
Custom route
Lucky Streak
Lucky Streak is a Greyhound brand for routes between cities with casinos and other nearby cities. All tariffs are sold in an open round trip, with passengers allowed to return to their origin at any time. On the Atlantic City route, the casino offers a special bonus (gambling credit, room/dinner discount) to Lucky Streak passengers.
Saat ini ada tiga rute Lucky Streak:
- Kota Atlantik : Baltimore, Brooklyn, Kota New York, Philadelphia, dan Washington, D.C.
- Connecticut (Mohegan Sun & amp; Foxwoods Casino): Boston, Bridgeport, New Haven, Kota New York, Providence, dan Stamford
- Las Vegas : Anaheim, Barstow, Claremont, Compton, El Monte, Hollywood, Long Beach, Los Angeles, Phoenix, Riverside, San Bernardino, San Diego, Santa Ana, dan Victorville
QuickLink
QuickLink is a Greyhound commuter bus service brand that runs frequently during peak hours on weekdays. In addition to one-way and round-trip tickets, QuickLink offers monthly passes and 10 trips. Tickets and tickets at QuickLink are flexible and passengers can ride the bus with available seats. Currently the only QuickLink route is between Mt. Laurel, New Jersey, and New York City. The previous route was operated from Sacramento, California to the San Francisco Bay Area and Macon, Georgia to Atlanta.
Other brands and partnerships
BoltBus
BoltBus is a non-stop and stop-rate premium bus route from Greyhound. Rates start at $ 1, with the lowest rate depending on how far before the trip is booked and the request for the trip, with the increased rate for the booked trip closer to departure. BoltBus uses newer model coaches equipped with Wi-Fi, power outlets, and leather seats with extra legroom.
The first bus began operating between Boston, New York City, and Washington, DC on March 27, 2008. In the Northeastern US, BoltBus was initially operated in partnership with Peter Pan Bus Lines, but this arrangement expired on September 27, 2017, with Greyhound continuing its brand own.
BoltBus expanded to the West Coast in May 2012 with a route in the Pacific Northwest (between Vancouver, BC, Seattle, and Portland). The service is extended again in October 2013 with a route between two of California's largest metropolitan areas, Los Angeles, and San Francisco Bay Area (San Jose and Oakland). A stop in San Francisco is added in December 2013 along with a new route between Los Angeles and Las Vegas.
Amtrak Thruway Motorcoach
Greyhound is one of the largest operators of Amtrak's Thruway Motorcoach services even though both companies are competitors in some markets. Amtrak issued train passenger tickets for regularly scheduled Greyhound routes that connect with their trains, often with bus stops at the train station. The Thruway Motorcoach route allows Amtrak to serve passengers in an area without train services and offers passengers in areas with a wider choice of rail service.
Security
After the terrorist attacks of September 11, 2001, government oversight of railway and airplane passengers increased substantially, but bus passengers were largely free of it. Baggage is rarely checked, and cash customers do not require identification. Greyhound says that security sticks have been deployed on the bus, but they do not seem to be used routinely.
In February 2013, in partnership with DriveCam, Greyhound uses video cameras throughout its fleet to improve driver security and compliance by combining data and video analysis with real-time driver feedback and guidance.
At some major Greyhound stations, passengers must undergo open bag inspections, ticket checks, and pats with metal detectors.
Fleet
Greyhound operates 1,232 motorcoach which are manufactured mainly by Motor Coach Industries and Prevost.
In an effort to improve its image, between 2007 and 2014, the company is aggressively buying new coaches and improving existing ones. By 2016, most of the Greyhound fleet has a blue and gray "neoclassical" livery on the exterior, wireless internet access, leather seating, and a 120-volt power outlet on most seats. Greyhound coaches have one row seat fewer than the industry standard, providing additional legroom to passengers. All buses purchased since 2009 have three-point seatbelts installed.
The majority of the Greyhound fleet consists of the following models:
Station and stop
(This list includes stations within or near larger transportation centers.)
Greyhound serves more than 2,700 destinations across America. There are 230 Greyhound stations operated in most major cities, where passengers can board a bus and buy tickets. All stations have a Greyhound brand and are managed by company representatives. Some stations are self-contained, while others are part of a larger transportation center with a Greyhound ticket counter and a waiting area.
In small to medium-sized cities, the Greyhound bus stops at both locations operated by an agency (such as a supermarket or other business) or at a curbside stop. In most agent-operated locations, staff can also sell tickets.
The Greyhound bus also stops at the station owned by the partner bus company. In most of these locations, representatives can sell tickets for the Greyhound route.
Famous incidents and accidents
Source of the article : Wikipedia
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