I'm kind of amused that a lot of the discussion of my comment has focused on the food service. In my mind, this is secondary to the points I was making. Based on ridership and revenue statistics provided by RPA, The vast majority of the passengers on "long distance" trains are making short trips. On the other hand, the sleeper passengers making longer trips do generate a heck of a lot of revenue because their trips are longer and the average fares they pay are higher (but not as high was I would have guessed.)
In terms of profitability, what a decision-maker would need to know would be the actual direct costs (without allocations for overhead) of providing sleeper service. If the costs are higher than the additional revenue, then all the extra revenue from the sleepers is worthless, as far as profitability is concerned. The main reason you would want to offer food service would be as an amenity to attract people to travel on a long trip that might go over meal times.
Another strategy that Amtrak could take to increase revenue on the "long distance" trains would be to increase their business class offerings. Again, most business class passengers take short trips, just like the coach passengers, but the revenue yield per mile (about 25 cents per mile) is closer to that of the sleepers. (Revenue yield for coach is about 15 cents per mile.) If you can induce 500,000 of the current 3 million annual coach passengers to switch to business class, that will yield (500,000 x 400 miles avg x $0.25 per mile) or about 50 million dollars in revenue. These 500,000 passenger would yield 30 million in revenue if they stayed in coach. Thus Amtrak makes 20 million dollars in additional revenue at a cost much lower than providing additional sleeping car capacity and all the associated amenities. The question would be the cost of the amenities they would need to add in order to induce additional business class travel.
Amenities cost money, and, if the airline industry is any indication, the traveling public is willing to forgo a lot of amenities in service if they can pay less.
If I were in charge, I'd try to increase both sleeper and business class travel, assuming, of course, that the additional costs to provide sleeper class are a good bit less than the increased revenue brought by the new sleeper passengers.
The problem with analyzing what's going on with Amtrak is that the company does not seem to be providing accurate estimates of the actual additional direct costs of the "amenities" that would help public discussion of the issue. Heck, I suspect even top internal management isn't getting accurate estimates of costs, which may explain why Mr. Anderson, in particular, is so down on the national network.