Tod looked at the map. A projection from an overhead projector, it showed parts of the city, segregated into a 10-by-10 blocks. And where the lines were.
This was his home. There’s a bed on the right side of the room, a small pantry with a fridge, a small table for food, a bin filled with finished takeouts.
Tod focused on the map, again.
It showed a small yellow line from a spot marked in I-3 to J-4, a short track, with three stations in total. He chose that yesterday, and today the line was built.
A
B
C
D
E
F
G
H
I
J
1
2
3
Y
Y
4
Y
5
6
7
8
9
10
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There was a $ sign on top.
Cash in hand - $40m.
The first 3 stations, costs him $60m, at $20m each, the surface-lines another $90m, at $30m for one box of double standard gauge track. Another $60m for 6 units of grade 1 rolling stock. So, total capital outlay, $210m.
Tod then opened up the menu, and the screen changed. Alright. Things look good.
YELLOW LINE
Sector
Daily Ridership
Fares ($)
Daily Revenue ($)
Annual (300 days)
I-3
5,000
$1
$5,000
$1,500,000
J-3
5,000
$1
$5,000
$1,500,000
J-4
5,000
$1
$5,000
$1,500,000
Total (Daily)
15,000
$15,000
Total (Annual (300 days))
4,500,000
$4,500,000
Operating costs
Employees
Number
Cost per year
Annual Cost
Variable
Station
12
$40,000
$480,000
2 per station
Train
18
$40,000
$720,000
3 per train
Maintenance
12
$40,000
$480,000
2 per train
Other costs
Number
Cost per year
Annual Cost
Variable
Utilities
3
$200,000
$600,000
Stations
Train repair costs
6
$200,000
$1,200,000
Trains
Station upkeep costs
3
$200,000
$600,000
Stations
Total cost per annum
$4,080,000
Net profit
$420,000
Tod smiled. A small profit, but profit nonetheless. Great, now he had to wait. He’ll need another $10m or so to expand the network to another block, and he would have to wait 25 years.
Wait. 25 years? He calculated and punched buttons on the spreadsheet, reconfirming it.
25 years? He couldn’t wait that long just to expand the line by 1 stop!
He needed more money!