In an article entitled “Our Up-to-date Railways,” the Sunday Times (London), of the 17th July, refers to the decision of the London, Midland and Scottish Railway Company to appoint a Chief Commercial Manager, whose function it will be to “sell transport to the public just as commercial houses sell their wares.” This, the Sunday Times declares to be “a new and interesting example” of the fact that the railway companies are meeting the challenge of hard times and the competition of road transport by intensified enterprise “to give the public the most efficient service humanly possible.”

In this respect the New Zealand Railways appear to be about eight years ahead of the L.M.S., for a Commercial Manager was appointed in 1924, the Department's objectives being very similar to those now announced by the L.M.S., namely, to bring the railways and the public, both as traders and passengers, closer together, and to develop more cooperation between the officers and staff of the railway.

Some of the directions in which the L.M.S. hopes to improve upon present conditions have been indicated. These include the improvement of communications between districts and headquarters by a development of the direct telephone system, the removal of some of the limitations which tend to irritate the travelling and business public, and the improvement of facilities for holiday tourists. Among other of the Company's ambitions is to see stations made brighter and more attractive.

The aim of the Administration and management of the railways in this country for many years past has been along similar lines, and already many of the things the L.M.S. hopes to do are in operation. Fortunately the stage can never be reached in the transport field where it is possible to lie back with a smile of satisfaction and say “this is the end of progress—the last word has been said, and the ideal has been attained.” Transport ideals change their value and scope as they are approached, and the ideals of last year do not satisfy the aims of this. Hence the progress of the L.M.S. development along commercial lines will be watched with the keenest interest.

In a comment on this new appointment to the L.M.S. the Advertisers' Weekly remarks: “Does he know how to tell the public what it does want, and that he has got it? The company's new advertisements suggest that somebody does.” page 6 This statement indicates, of course, that the L.M.S. has a modern publicity department which is recognised as an absolute essential to success in all selling campaigns—whatever may be the commodity or service. In this respect the New Zealand Government Railways are now in line with the established practice of the most progressive railways in other countries.

There is a fine spirit of co-operation between the railways of all countries at the present time, and what one finds helpful is passed on for the information of the others.

Kipling, in introducing one of his volumes of verse, remarked that:—

“When Homer smote his bloomin' lyre
He'd heard men sing, by land and sea,
And what he thought he might require
He went and took—the same as me!”

In the same spirit the railways of the world are constantly on the look-out to know what others are doing, with a view to incorporating in their own systems whatever new or useful thing may suit their needs. In this connection it is interesting to note that the holder of the Chief Commercial Manager's post on the L.M.S. has made a start by giving each station a quota of traffic to reach. The L.M.S. deserves all success in its new venture.