Corporation (the parent Greyhound firm) bought the 50-percent share of the Atlantic GL (which part had come from B&G) in the Capitol GL, then Greyhound merged Capitol into the Pennsylvania GL, which in 1955 became merged with the old (second) Central GL – thereby forming the Eastern Division of The Greyhound Corporation (called also the new (second) Eastern GL), the first of four huge new divisions (along with Southern, Western, and Central, which last name became used again (in the fifth of six instances) but with a meaning quite different from its other applications). Thus ended the Capitol GL. Beyond Capitol 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 1970) it eliminated those two divisions, thereby leaving a single gargantuan undivided nationwide fleet. 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 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., 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 (CEO) 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 the