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, "short" includes a lot of "Syracuse to Chicago", which is clearly a sleeper market.
Top city pairs by ridership on the LSL, in order:
Albany-NY
Chicago-NY
Chicago-Buffalo
Chicago-Syracuse
Chicago-Albany
Chicago-Rochester
Chicago-Cleveland
Chicago-Toledo
Chicago-Boston
NY-Rochester
These aren't short. Many are a lot shorter than end to end... but all but two are overnight, and even NY-Rochester is long enough to sell roomettes.
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.
Revenues are higher than direct costs on at least the trains where the sleepers currently run; I did this math a while back. They are likely to be higher on trains such as #66/#67, but I don't have the data necessary to check.
A subtler question is "when you add a sleeper car to a train, what is the incremental profit; when you add a coach car to a train, what is the incremental profit; which is larger". A couple of us dug through Amtrak's numbers a few years back, and concluded that at current prices (a few years back) it was more profitable to add extra coaches to the Silver Meteor, Silver Star, and Crescent, but substantially more profitable to add extra sleepers to the Lake Shore Limited, and probably to the Cardinal. (We only looked at the single-level trains.)
Mr. Anderson and Mr. Gardner have been aggressively attacking the quality of service on the Lake Shore Limite in what I can only describe as an attempt to drive away riders and reduce revenue.
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.
This is absolutely correct. It's part of why Congress mandated that Amtrak report direct costs by route, a law which Amtrak has broken every year for the last 10 years. If Mr. Anderson were looking at real numbers, he could make sensible business decisions; he is being fed fake numbers.