To make it attractive to private and foreign investors, the Railways must come up with better offers for their participation. Tourism promotion, marketing and leasing of services, operation of freight specials and at some stage a strategic partnership in the production units are some sectors in which there can be a fruitful engagement of the private sector. Running of the `Palace on Wheels' or slightly cheaper tourism specials, marketing of the Indrail passes and an aggressive promotion of freight and parcel movement by rail, construction of hotels and management of retiring rooms are perhaps better left to private enterprise. The Railways must confine itself to the core sector - technical and operational - and let the private sector take on the other activities. In the short-term, it is necessary to identify and promote `profit centres' within the system so that the capacity could be commercially exploited. Instead of being satisfied with production for internal consumption, the units must be geared to manufacture for sale or exports to generate profits. That is where it becomes critical to have a strategic partner who can bring both technology and marketing expertise. Unless the railway administration starts thinking seriously from now, it cannot achieve much.