Simon_SW17 wrote:It just doesn't make business sense to price people out of your service and then have umpteen empty seats.
It can make very good business sense actually. It all depends on the "elasticity of demand". This measures the % change in the quantity of an item sold for a 1% change in its price. So in this case, the percentage change in no of passengers for a 1% change in price.
If the elasticity of demand is bigger than 1 in asbolute terms, your turnover goes up as prices are cut. You get 1% less per person, but you get more than 1% more people. If the marginal cost of the extra passenger is low (as it probably is) your profits as well as turnover increases. So in that circumstance it makes sense for you to sell more seats at a chaper price.
But if the elasticity of demand is smaller than 1 in absolute terms, your turnover goes up as prices are increased! You get 1% more per passenger, and lose fewer than 1% of passengers. And with fewer passengers your extra turnover is almost guaranteed to be extra profits.
Now in a completely free market these "profits" get competed away by new entrants. But of course railways arent a completely free market - far from it. And while they face competition from other markets (e.g. long distance coaches), that competition can't compete all these profits away.
So it can make compete financial sense for them to have lots of empty seats if the price cut to get them filled would mean they lose more on the seats already sold than they make on the new seats sold.
It also makes clear why they segment the market with so many differnet ticket prices. They get to charge a high price on those who need flexibility or need to book last minute. People who have "low elasticities" of demand. But they can then charge a lower price on those able and willing to travel at odd times or book months in advance. In other words, people who have quite "high elasticities" of demand.
Basic Econ 101 is a pretty powerful tool for understanding whats happening in our railways industry!