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Economics of Competition In The Transportation Industries Meyer, Peck, Stenason
The Economics of Competition In The Transportation Industries By John Meyer, Merton Peck, John Stenason, Charles Zwick.
Hard Cover
Copyright 1959
359 Pages
Chapter 1: THE transportation Industry problems and setting
Chapter 2 Technical Procedures
Chapter 3: Railroad cost characteristics
Chapter IV: THE cost structur of highway transportation
Chapter 5 Cost characteristics of other modes of domestic transportation
Chap 6 The rational Allocation of transportation resources
Chapter VII: Transportation rates and the demand characteristics of the transportation market
Chapter VIII: The market structure of the transportaton industry - concentration and the extent of competetion
Chapter IX: Toward improved public and private policies in transportation
Appendix A: Appendix C: Appendix D:.
Preface
The problems of the United States transportation industries have become in recent months a major concern of domestic public policy. In a certain sense, the recent discussions have been very much like previous debates on transportation policy: dire predictions are made of impending bankruptcies, abandoned communities, stranded commuters, and curtailed services. Even proposed solutions are much the same. The search continues for some magic panacea that quickly will cure all woes. These turn out to be such familiar suggestions as government ownership, large-scale mergers of existing companies, tax exemption for all transportation properties, Federal loans, and increased and stricter regulation of everyone or anyone (other than the proposer) who might have anything to do with the transportation of people or property. And, of course, there are always a few true disciples of the "advertising art" who assert that the only real trouble with the transportation industries is that they don't know how to market their product. A few prime hours on Sunday-night network television would solve all!
But with all the similarities, recent discussion has also produced some marked deviations from previous patterns. For the first time, a large section of the public apparently realizes that a company hovering on the brink of bankruptcy, unable to meet current labor, tax, and material charges, may be something different from the business colossi that railroad monopolies often were at the end of the last century. Furthermore, the regulatory agencies and unions involved have responded to and, in fact, sometimes led in the realization that rail managements have been so busy recently keeping the wolf from the door that they have had no time or energy left for "damning the public." Changing attitudes of rail managements have also been manifested in other important ways. While views within the industry are still far from unanimously held, the new generation of rail executives that has just recently "come into power" has a little less inclination to undertake internal industry feuding. There has also been a much greater desire to determine and face the facts of their situation. Indeed, the change in public and managerial attitudes has been so rapid recently that if this study were to be rewritten today (the first draft was completed two years ago) the general tenor and
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