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40-880: The immediate predecessor of the Florida Greyhound Lines (GL) was the Florida Motor Lines (called also FML), which began in January 1926 – when the firm of Stone and Webster , a multistate public-utility management -service company, established a headquarters in Orlando for the FML and consolidated several properties which it had bought and operated in the Sunshine State. The FML then owned 150 coaches and ran them along 1,290 route miles. The largest and strongest of those subsidiaries

80-717: A French engineering conglomerate, agreed to purchase most of the Energy and Chemical Division of Shaw Group The remainder of The Shaw Group assets were ultimately purchased by Chicago Bridge & Iron Company , for about US$ 3 billion, completing the acquisition in February 2013. A subsidiary that was formed as a result, CB&I Stone Webster—a result of Shaw Groups earlier acquisition of Stone & Webster during its bankruptcy—was again sold, in January 2016, to Westinghouse Electric Co., for US$ 229M. National Trailways Bus System The Trailways Transportation System

120-634: A Trailways bus stopping at a Holiday Inn hotel. Regular route bus ridership in the United States had been declining steadily since World War II despite minor gains during the 1973 and 1979 energy crises . By 1986, the Greyhound Bus Line had been spun off from the parent company to new owners, which resulted in Greyhound Lines becoming solely a bus transportation company. It was sold off to new owners headed by Fred Currey,

160-688: A division of The Shaw Group in 2000. In 2012, the French engineering conglomerate Technip acquired Stone & Webster's energy and chemical business, and process technologies and associated oil and gas engineering capabilities from The Shaw Group. The CB&I acquisition of other assets of The Shaw Group , also in 2012, resulted in the formation of a nuclear power subsidiary, CB&I Stone Webster, which operated for about 4 years, being sold in January 2016 to Westinghouse Electric Company . Charles A. Stone and Edwin S. Webster first met in 1884 and became close friends while studying electrical engineering at

200-633: A former executive with the largest member of the National Trailways Bus System. The old Greyhound parent had changed its name to Dial Corporation . Under the new ownership in 1987, led by Currey, Greyhound Lines later acquired the former Continental Trailways company, the largest member of the Trailways system, effectively eliminating a large portion of bus competition. Although Greyhound negotiated cooperative schedules with Carolina Coach Company and Southeastern Trailways, two of

240-700: A group of private investors under the promotion of Fred Currey, a former executive of the Continental Trailways (later renamed as the Trailways, Inc., called also TWI, also based in Dallas), which was by far the largest member company in the National Trailways trade association. Later in 1987 the Greyhound Lines, Inc., the GLI, the new firm based in Dallas, further bought the Trailways, Inc.,

280-542: A holding company, their financial and managerial presence meant that they had considerable influence in policy decisions. They would often be paid in utility stock. As of 1912, Stone and Webster served as general managers of the following utilities: Stone & Webster became involved in Washington State engineering projects—Washington's natural resources, and hydroelectric power, and resulting development opportunities brought companies like Stone & Webster to

320-517: A new building in Phoenix. In 1987 The Greyhound Corporation (the original Greyhound umbrella firm), which had become widely diversified far beyond transportation, sold its entire highway-coach operating business (its core bus business), to a new company, named as the Greyhound Lines, Inc., called also GLI, based in Dallas, Texas – a separate, independent, unrelated firm, which was the property of

360-564: A single gargantuan undivided nationwide fleet. When the Southern GL came into existence, the headquarters functions became gradually transferred from Lexington, Kentucky, and Charleston, West Virginia, to Atlanta, Georgia; when GLE arose, many of those administrative functions became shifted from Atlanta to Cleveland, Ohio; eventually those functions migrated to Chicago, Illinois, then to Phoenix, Arizona , when (in 1971) The Greyhound Corporation moved its corporate headquarters from Chicago to

400-536: Is a public transport bus service in the United States. It operates a network of approximately 70 independent bus companies. The company is headquartered in Fairfax, Virginia . The predecessor to Trailways Transportation System was founded February 5, 1936, by Burlington Transportation Company , Santa Fe Trails Transportation Company , Missouri Pacific Stages , Safeway Lines, Inc., and Frank Martz Coach Company . The system originated with coast-to-coast service as

440-561: The Investment Bankers Case . The Stone & Webster investment banking operations were eventually acquired by Kidder Peabody which already had overlapping ownership. The investment banking affiliate, Stone & Webster Securities, had attempted to grow by acquiring two smaller, regional brokerage houses in 1968: Hayden, Miller & Co., based in Cleveland, and Atlanta-based Wyatt, Neal & Waggoner. That increased

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480-684: The Massachusetts Institute of Technology . In 1890, only two years after graduating, they formed the Massachusetts Electrical Engineering Company. The name was changed to Stone & Webster in 1893. Their company was one of the earliest electrical engineering consulting firms in the United States. Stone & Webster's first major project was the construction of a hydroelectric plant for the New England paper company in 1890. Following

520-940: The Mississippi River to the Atlantic Ocean and from the Ohio River to and into the Gulf of Mexico . In November 1960 The Greyhound Corporation further merged the Atlantic GL (called also Atlantic or AGL), based in Charleston, West Virginia , yet another neighboring regional company, with – not into but rather with – the Southeastern GL – thereby creating the Southern Division of The Greyhound Corporation (called also

560-618: The National Trailways Bus System (NTBS). Greyhound Lines had grown so quickly in the 1920s and 1930s that the Interstate Commerce Commission encouraged smaller independent operators to form the NTBS to provide competition. Unlike Greyhound, which centralized ownership, Trailways member companies became a formidable competitor while staying an association of almost 100 separate companies. In

600-757: The Roman or Latin letter L.] The website of the Viad Corporation ( http://www.viad.com ) in September 2008 makes no mention of its corporate history or its past relationship to Greyhound (that is, its origin as The Greyhound Corporation). Stone and Webster Stone & Webster was an American engineering services company based in Stoughton, Massachusetts . It was founded as an electrical testing lab and consulting firm by electrical engineers Charles A. Stone and Edwin S. Webster in 1889. In

640-485: The panic of 1893 , Stone & Webster acquired the Nashville Electric Light and Power Co. for a few thousand dollars, subsequently reselling it for $ 500,000. Throughout the next ten years, Stone & Webster acquired interest in large number of utilities while offering managerial, engineering and financial consulting to a number of independent utility firms. Even though Stone & Webster were not

680-531: The 1950s, Morgan W. Walker, Sr., of Alexandria, Louisiana , became head of the southern division of the company. He had entered the business on a small scale during World War II as the Interurban Transportation Company of Alexandria. During the 1950s and 1960s, consolidation among bus operators resulted in four of the five original Trailways members becoming part of a new company, Continental Trailways, which eventually operated

720-666: The East Coast to Jacksonville in 1921. The second largest firm was the White Stage Line Company, which had begun in 1918 as the White Bus Line, running between Tampa and Saint Petersburg – eventually, starting in 1924, along US highway 92 (US-92) on the new Gandy Bridge across Tampa Bay , which shortened the distance from 43 miles (69 km) to 19 (30 km) – and which extended to Orlando in 1924 and to West Palm Beach in 1925. In 1927

760-573: The FML (in 1946), FML ran along 2,750 route miles throughout the Sunshine State – from Jacksonville, Lake City, and Tallahassee – through Orlando, Tampa, and Saint Petersburg – to Miami and Key West – especially along US-1 on the East Coast between Jacksonville and Miami via Saint Augustine, Daytona Beach, Titusville , Melbourne , Vero Beach , Fort Pierce , Stuart , West Palm Beach, and Fort Lauderdale – including local suburban commuter service from Miami to Fort Lauderdale and to Homestead – throughout Florida along all

800-754: The Florida GL into the Southeastern GL (called also Southeastern, SEG, SEGL, or the SEG Lines), a neighboring operating company, based in Lexington, Kentucky . Thus ended the Florida GL. After that merger the newly expanded SEG Lines served 12 states – from Cincinnati, Saint Louis, Memphis, and Baton Rouge , New Orleans, and Lake Charles (all three in Louisiana) – to Savannah (in Georgia) and Jacksonville and to Miami and Key West – from

840-629: The Florida GL took part in major interlined through-routes (using pooled equipment in cooperation with other Greyhound companies) – that is, the use of through-coaches on through-routes running through the territories of two or more Greyhound regional operating companies – connecting Miami and Saint Petersburg with Los Angeles , Houston , New Orleans , Saint Louis , Chicago , Louisville , Nashville , Memphis , Birmingham , Atlanta , Detroit , Cleveland , Cincinnati , Toronto , Buffalo , Pittsburgh , Boston , New York City , and Washington . In October 1957 The Greyhound Corporation merged

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880-783: The Florida Motor Lines (FML) also began to provide tour and sightseeing services in Miami, Miami Beach , Jacksonville, Saint Augustine , and Daytona Beach . In 1933 the FML moved its head office from Orlando to Jacksonville. The FML made connections to the north (in Jacksonville) with the Atlantic GL and to the north and northwest (in Jacksonville, Lake City, and Tallahassee) with the Consolidated Coach Corporation (which in 1936 became renamed as

920-410: The Florida Motor Lines (FML), then in the next month Greyhound renamed it as the Florida Greyhound Lines (FGL). The FGL was first a wholly owned subsidiary of the parent Greyhound firm, then on the last day of 1949 it became a division of The Greyhound Corporation (with an uppercase T, because the word "the" was an integral part of the legal name of the corporate entity ). When Greyhound took over

960-765: The Shaw buyout, the Power group performed record business in engineering and construction of coal-fired power plants and power plant environmental control retrofits including FGD and SCR technology. Shaw's alliance with Westinghouse led to substantial Stone & Webster technology and engineering applications in the nuclear power industry. In 2008, ENR ranked the Stone & Webster subsidiary of The Shaw Group subsidiary as first in revenue for Power EPC, and fifth by Revenue in Process & Petrochemical EPC. In 2012, Technip ,

1000-621: The Southeastern Greyhound Lines) and the Union Bus Company (which in 1941 was bought by and merged into the Southeastern GL). The FML continued to grow and expand within the Sunshine State, mostly by acquiring other pre-existing firms. However, in one notable instance (among others), the FML obtained a certificate (of public necessity and convenience) for a new route extending from Homestead (near

1040-639: The Southern GL), the third of four huge new divisions (along with Central, Eastern, and Western). Thus ended the Southeastern GL and the Atlantic GL, and thus began the Southern GL. Later (about 1966) The Greyhound Corporation reorganized again, into just two humongous divisions, named as the Greyhound Lines East (GLE) and the Greyhound Lines West (GLW); even later (about -70) it eliminated those two divisions, thereby leaving

1080-875: The TWI, its largest competitor , and merged it into the GLI. The lenders and the other investors of the GLI ousted Fred Currey (as the chief executive officer ) after the firm went into bankruptcy in 1990. The GLI has continued to experience difficulties and lackluster performance under a succession of new owners and new executives – while continuing to reduce its level of service – by hauling fewer passengers aboard fewer coaches on fewer trips along fewer routes with fewer stops in fewer communities in fewer states – and by doing so on fewer days – that is, increasingly operating some trips less often than every day (fewer than seven days per week) – and by using fewer through-coaches, thereby requiring passengers to make more transfers (from one coach to another). After

1120-624: The York Street Steam plant and the partially built Nooksack Falls Hydroelectric Power Plant .Stone & Webster took over construction operations and on September 21, 1906, Bellingham received power from the plant via a 47-mile-long (76 km) transmission line. Despite the independence allowed its subsidiaries, J.D. Ross, superintendent of Seattle City Light issued a report critical of Stone & Webster's presence in Seattle, listing 49 companies under Stone & Webster's management at

1160-559: The early 20th century, Stone & Webster was known for operating streetcar systems in many cities across the United States including Dallas , Houston and Seattle . The company grew to provide engineering, construction, environmental, and plant operation and maintenance services, and it has long been involved in power generation projects, starting with hydroelectric plants of the late 19th-century; and with most American nuclear power plants. Stone & Webster failed and became

1200-616: The largest contract in Stone & Webster's history. But the plan went bad, and the company fell along with it. Subsequently, Stone & Webster filed for Chapter 11 bankruptcy protection in 2000 because of cash flow problems. It was bought at auction by the Shaw Group for US$ 150 million. The Shaw Energy and Chemicals division integrated Stone & Webster branded technology. Shaw's E&C division attempted to compete with other more successful engineering contractors such as Bechtel , Foster Wheeler , Jacobs and Technip . Since

1240-609: The major routes – except one (in the southwest part of the peninsula), which was the exclusive territory of the Tamiami Trail Tours (a member of the Trailways trade association, then named as the National Trailways Bus System , and thus called also the Tamiami Trailways) – along US-41 , the Tamiami Trail , from Tampa via Fort Myers and Naples to Fort Lauderdale and to Miami. By 1957

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1280-448: The majority of Trailways routes. In 1968, under the leadership of major stockholder Kemmons Wilson , Holiday Inn acquired Continental Trailways, which remained a subsidiary of Holiday Inn until 1979, when Holiday Inn sold Trailways to private investor Henry Lea Hillman Sr. , of Pittsburgh , Pennsylvania. In the years during which Trailways was a subsidiary of Holiday Inn, television commercials for Holiday Inn frequently showed

1320-764: The necessary fissionable material for the Manhattan Project . The company was selected in June 1942 by the first head of the Manhattan Engineering District, James C. Marshall . In January, 1946, the name of the business, was changed to Stone and Webster Securities Corporation. Stone and Webster Securities was one of the 17 U.S. investment banking and securities firms named in the United States Department of Justice 's antitrust investigation of Wall Street commonly known as

1360-488: The number of offices of the firm from nine to 28, but cultural and style differences between the parent company's traditional engineering management and retail brokerage management led to an exodus of key employees, and the Securities firm closed its doors in 1974. The company collapsed in 2000 after a major bribery scandal. It had attempted to pay $ 147 million to a relative of Indonesian President Suharto to secure

1400-734: The sale to the GLI, The Greyhound Corporation changed its name to the Greyhound-Dial Corporation, then the Dial Corporation , then the Viad Corporation . [The contrived name Viad appears to be a curious respelling of the former name Dial – if one scrambles the letters D, I, and A, then turns the V upside down and regards it as the Greek letter lambda – Λ – that is, the Greek equivalent of

1440-717: The state —beginning with Puget Sound area street railways. By 1900, they had controlled and merged eight small rail lines in Seattle; soon after, they also took over the street railway systems of Tacoma and Everett. By 1908, Stone & Webster listed thirty-one railway and lighting companies under its management including five located in Washington State: the Puget Sound Electric Railway, Puget Sound International Railway and Power Co., Puget Sound Power Co., The Seattle Electric Co., and Whatcom County Railway and Light Co. Stone & Webster leadership

1480-417: The time. By 1912, the company, nationally, had divided itself into three specialized subsidiaries: In 1927, Stone & Webster expanded the investments business, merging its securities subsidiaries with the investment banking firm of Blodget & Co. founded in 1886, to form Stone & Webster and Blodget, Inc. Stone & Webster was selected as the overall contractor for building the plants producing

1520-569: The tip of the mainland on US Route 1 , the Dixie Highway ) and continuing to Key West on US-1 along the Overseas Highway . The FML began operating that route in 1936, while the road was still under construction, at first relying in part on two ferry-boat rides which spanned two gaps among the islands until 1938, when the last bridge became complete and open for traffic. On the first day of 1946 The Greyhound Corporation bought

1560-564: Was sensitive to the concerns of large utility holding companies and were careful to emphasize the complete independence of these utilities, but Edwin Webster believed that outside capital was crucial to develop the resources of Washington, and chided those who thought otherwise. In 1905, Stone & Webster bought out the power and lighting properties that were once owned by the Bellingham Bay Improvement Co., including

1600-727: Was the Florida Motor Transportation (FMT) Company, based in Miami , which had begun in 1919 – as a result of a merger between two other firms, each likewise based in Miami, and each of which had started in 1914 – the Clyde Passenger Express, running 32 miles (51 km) southward to Homestead , and the White Star Auto Line, running 60 miles (97 km) northward to West Palm Beach . The FMT Company extended northward along

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