Plane Conversations

Ancient writers often referred to two types of time: kairos time and chronos time.  Chronos is linear time and measures things in a sequence.  First this, then that.  Kairos time can be loosely defined as the “right” time or the “opportune” time.  Think of it this way, if you stand over home plate and repeatedly swing a baseball bat in regular intervals, you are participating in a chronos event.  If, however, you wait and swing just as the baseball crosses the plate and make solid contact that sends the ball over the left field fence, you have just participated in a kairos moment.

In your business, which type of time do you prefer?

At Corporate Flight Management our motto is “Time Creates Opportunity”.  But it isn’t just any time.  It is kairos time that creates the opportunity.  Private corporate aviation can create this opportunity for you and your business.  It is about being in the right place at the right time, whether that is closing a critical deal or being home in time for that important family event.

If you’re trying to achieve this with the airlines, you’re stuck in their time –chronos time.  And you know that it is anything but opportune and eminently frustrating.  The good news is that there is an alternative to the norm of airline travel and it is far more available and affordable than you might imagine.

Corporate aviation can help you and your company manage the one resource you simply can’t create more of: time.   When you are able to manage your time and your company’s time more efficiently and cost-effectively, you generate many more kairos moments.

Don’t just swing and hope the bat connects.  Be in the right place, at the right time and swing for the fence.

After all, “Time Creates Opportunity.”

Click on pen to

This week Mark Stear, JetQuik’s Director of Executive Jets and I, had the pleasure of accepting two Embraer Phenom 300 jets on behalf of two corporate clients.  Both of these airplanes scored beyond our exceedingly high expectations for Embraer’s workmanship.

The end of the year saw clients push as much as Embraer to finalize aircraft for delivery.  Many of the year end completions were Phenom 300’s, although one customer (lets call them QD) took five Phenom 100’s in the last two weeks of the year.  Much of the credit for completions is attributed to the Embraer delivery staff who were forced to move from building 300 to building 50 in Sao Jose, just to have enough room to meet with customers.  Most of the staff worked tirelessly during Christmas week to ensure these deliveries were made before year end.

JetQuik’s last two acceptances of the year went to widely diverse geographical locales, emphasizing the global acceptance of the Phenom family. The first aircraft, (serial number 42) was delivered to a Boston based company with a very experienced flight department.  Currently flying a G-IVSP and three Challenger 300’s, this flight department was pleased to receive the Phenom 300 as a welcome addition to the fleet.  The 300 will fill the role of East Coast high density short hall.  But with a range of over 1900 NM, this airplane is capable of the occasional trip out west.  The Director of Aviation for this global company remarked how thoroughly pleased he was with the quality of the workmanship and the attention to detail placed on fit and finish. He kept remarking, “The paint, the paint.”  This is a fellow who has been around for a long time, accepting many aircraft over the years.

The second acceptance was for a company based in Saudi Arabia.  Like the first, it too is a global company with a substantial aviation department and a long history of using corporate aviation to build the company.  This company, like many Embraer customers sees intense value in the aircraft just completed.  The attractiveness of the Phenom for the Middle-East includes long legs and reliability. 

Although Embraer is building a service center in Dubai, the customer noted that reliability was the key in aircraft selection as supporting it from afar would require a “very high level of dispatch reliability”.

It has become apparent that flight departments looking to upgrade equipment and technology are increasingly looking at the Embraer family of Executive Jets.  All consider aircraft acquisition as a major investment.  The most common comment I hear from senior flight operations personnel is that they are mandated to reduce operational costs, and as one high ranking aviator remarked, “look at the fuel flows of this airplane. I know of  APUs that burn more….”   Of course he was joking, or was he.

Click on pen to

C.S. Lewis once noted that, “You are never to old to set a new goal or to dream a new dream.”  In teaching high school students, I have also found the opposite to be true –you are never too young to set a new goal or to dream a new dream.  As a pilot and advocate for General Aviation, I believe that helping people dream dreams of flight is one of the our greatest responsibilities.  It is also a great privilege.  Recently I took our high school Aviation Club (organized through scouting’s Aviation Explorer  program) to tour Corporate Flight Management’s facilities at the Smyrna Airport.   

It was an excellent visit.  It gave our kids an overview of the aviation world.  We saw a major refurbishment shop at work as well as a behind the scenes walk-through of how charter operations work.  Of course we were able to hang around the planes including sitting in the cockpit of a LearJet.  The kids walked the ramp as our tour guide (PlaneConversation’s Jon Anne Doty) explained the charter system and pointed out features and uses for different aircraft.  One of the most important parts of the afternoon was hearing an explanation of the benefits and uses of corporate aviation.  This is something that many of the kids had never heard.  They have only heard the mainstream media’s criticism of general aviation.  I saw the lights go on for several students as they considered how aviation can save time and money and actually serve its customers. 

CFM’s staff took a lot of time with us on this tour which lasted more than two hours.  The kids talked all the way home about how this was the best tour we had received.  

One student wrote me the next day saying, “I really liked learning about the different aircraft and their different features.  I enjoyed seeing how flights are arranged and what the airplanes look like when taken apart. I liked the nice people who gave us the tours. It was fun getting on the jets and getting to go into the cockpit. When I learn to fly I would like to learn here. Thanks for the tour.” 

Notice the “When I learn to fly…” statement.  

The power of visits like ours to CFM Smyrna may not appear today or tomorrow.  But I am convinced they will be remembered.  Who knows what seeds may have been planted?  

No, you’re never too old or too young to set a new goal or to dream a new dream.  

Click on pen to

Part 3 of Chris Findley’s “Can General Aviation “Tip” Again?”

 From Browsing to Engaging

I was browsing through my web site analytics the other day.  This is a program that records hits on the site, what pages are most popular, what files are downloaded, and how long the average visitor spends on the site.  One of the things that I examine is how to increase hits on the site and interest in the services I provide.   Any business wants to do these things; that’s ostensibly why they have a web page in the first place.   As a flight instructor and aviation enthusiast, it made me consider the industry itself.  What is it about aviation that is eminently interesting to many people, yet so few take advantage of what it offers?   Why do some browse, but never engage?

General Aviation is facing a crucial time of decision.  Airline travelers are increasingly frustrated with higher fees, more hassle and less service with no other viable options.  The corporate sector has seen major hits in the last two years with many companies reducing or eliminating their flight departments.  And in the world of flight training, flight schools and instructors struggle to attract new business and retain them.  Are there signs of hope?  You bet.  There are some great initiatives on the horizon.  The question is how can the various sectors of the Aviation Industry position themselves in a way to facilitate a “Tip” in their direction?

The Tipping Point

In his best-selling book The Tipping Point, Malcolm Gladwell observes three things that seem to contribute to the “tipping” of an idea, product, or epidemic.  The first is the Law of the Few.   Most trends are brought about by a relatively small number of very influential and well-connected people.  That does not necessarily mean “powerful” or “high profile” people, just influential. His second major premise is that the message has to be memorable or “sticky”.  We have to consider the content and presentation of the message we hope to spread.  Some of the largest trends have occurred because of relatively small adjustments to the message.   

His final premise is that the context of the people receiving that message matters.  He says, “Epidemics are sensitive to the conditions and circumstances of the times and places in which they occur.”¹ What can we discern about the situation of the people who hope to reach with the Aviation message?  This point will inform and govern the type of message sent (stickiness) and the types of people that connect with the recipients (Law of the Few).

“Dangerous and Expensive”  The Psychological/Statistical Context

One way to examine the context is to look at public perception.  Common complaints we hear about Aviation in general and flight training in particular is that it is dangerous and expensive. These form part of the context in which the message is heard.  The ongoing debate of GA safety really depends on how you examine your statistics.  Gregg Easterbrook once quipped, “Torture numbers, and they’ll confess to anything.”

If we look at raw numbers we find that 37,261 people died in automobile accidents in 2008.  In that same year, 486 people died in general aviation aircraft accidents.² Of course this comparison does not account for probability based on the number of cars versus the number of aircraft operations. Some comparisons are made on the basis of passenger-miles.  One analysis of this data concluded that small general aviation planes are about 10-20 times as deadly as a car.³ The problem is that the passenger-mile number is more useful for examining revenue than safety.   The Aircraft Owners and Pilot’s Association notes that the risk drops to 1/10 of the accident rate of automobiles if one looks at accidents per vehicle-mile which is probably a more accurate comparison since it relates to the aircraft itself.  But it is nonetheless sobering to point out that 115 people die every day in automobile accidents, which means that every 4.2 days automobile deaths equal the yearly number of deaths in GA planes.⁴

But I wonder if the numbers on this point really matter.

We need to understand the context for flying is psychological not statistical.   We are not going to argue anyone into flying.  If someone is convinced that general aviation aircraft are unsafe, that is an emotional decision.  Presenting the best, most positive statistic will not make them want to get in your plane.  We are not going to win that argument with numbers.  Our context needs to focus instead on those who are predisposed to flying.  For them, you could give them the worst statistic and it would not matter.   They are going to fly.  So Context Lesson #1 is, “There are people who will fly and those who won’t.  Learn your audience and focus your message.”

What about expense?  Many people claim that flying is simply too expensive.  It is true that flying is not a “cheap” hobby.   But that point is valid only if you’re comparing one “cheap” hobby to another.  It simply is not helpful or accurate to measure the cost of flying against running, tennis, or fishing.  If we’re going to talk about the expense of aviation then we have to measure it against similarly-priced hobbies.   For instance you can train for your pilot’s license for less than you can purchase a new boat or motorcycle.

Motorcycle riding, like flying, is an “expensive” hobby which is considered by many people to involve a higher degree of risk than other activities.   In 2008, the average price of a new motorcycle was over $12,000.⁵ Despite the downward turn in the economy, over 350,000 street-ready motorcycles were sold in 2009.  Similar trends exist in other recreational areas such as Jet Skis and Bass Boats, and even golf.   An avid golfer spends close to $5,000 per year on his hobby.⁶

Context Lesson #2 is, “People are spending money on expensive items, even in a down economy.” We can and should look at ways to bring the cost of our services down to make them more accessible to more people.  I think the Light Sport Aircraft (LSA) category is exciting partially for this reason.  However, if we continue to focus our attention on the fact that it is difficult for a family making $35,000/year to fly, then we will miss other opportunities right in front of us.  We do not need to be apologetic for the cost of our services, but realize we have a quality product that simply happens to come at a certain price.  We need to realize we are competing not with running, tennis, and fishing, but with motorcycles, jet-skis, bass boats, and golf pro-shops.   Consumers are spending on high-involvement products and services, even in a down economy.

Community more than Customers

The last major point in Gladwell’s “Power of Context” chapter illustrates the influence of groups in tipping an idea.  He says, “Small close-knit groups have the power to magnify the epidemic potential of a message or idea.”⁷ He cites the tipping of the bestselling book The Divine Secrets of the Ya-Ya Sisterhood to the emergence of small sharing groups that connected to the book’s message.   He also cites the growth of religious groups, particularly the Methodist movement under John Wesley, which was entirely small-group driven.  From the industrial and business side he closely examines Gore Associates (maker of the Gore-Tex fabric) that keeps titles to a minimum, has replaced “bosses” with “mentors”, and keeps the size of their plants to 150 employees.  They discovered that cohesiveness and community spur productivity and satisfaction.

But how might this context point impact flight training and corporate aviation?  Because people are not satisfied when they are simply doing something, but when they are a part of something.  If we want to “tip” aviation, we should foster the idea, the reality, of the aviation community.  Help them participate in  the aviation community that we see organizing fly-in breakfast events, giving rides to kids to encourage an awareness of flight, volunteering to fly food and supplies into Haiti, and examining innovative ways to grow their business and serve their customers.

It is this community that we need to be actively trying to develop and invite more pilots to experience.  One of the great ways that this can be done now is through the use of social media (Twitter, Facebook, etc.)  Social Media is revolutionizing the way we communicate and network.  We can create communities and connect people on a frequent basis and these are great tools for organizing.  Creating forums for new or aspiring pilots, quality blogs for sharing information, and even utilizing webinar based technology (as I am working toward at www.myflightcoach.com) in training.  There is a lot we can do to connect people using technology.

Context Lesson #3 is “Build the Aviation Community.” This is more than simply networking.  I believe the tipping of aviation can be facilitated by learning from Gladwell’s diverse examples of the Ya-Ya Sisterhood, the Methodist movement, and Gore-Tex.  You look for ways to add value to people.   You search out ways to add meaning to their lives.  You look to develop a community instead of simply a customer.  Therefore, you and I are able to create and influence the context for their experience in aviation.

Conclusion

Aviation is not likely to “tip” in the same manner it has before.  A new revival in aviation will most likely look a lot different than the it did in its glory days (whether you’re talking about the ‘30’s, 50’s or even the 80’s).  I believe this transformation can only work by being authentic and responsive to the present times.  May we all work to make it happen by learning from the Law of the Few, the Stickiness Factor, and the Context and tirelessly striving toward a new “Tipping Point” in General Aviation.

Click on pen to

Part 2 of Chris Findley’s “Can General Aviation “Tip” Again?”

While waiting for my kids at their bus stop, a light-plane flew over.  From where I sat in our van, it looked like a Cessna 172.  I found myself wishing it was me zooming overhead.  I looked around at the other parents waiting in the parking lot and I wondered what their impressions and thoughts were of the Cessna –assuming they even paid attention to it.

Malcolm Gladwell’s bestseller, The Tipping Point, begins with the observation that most trends and epidemics are not caused by a large number of people.  Rather, they are often the result of a few influential and motivated people.  Some of these people are able to have a large influence because of their connections to others or by their ability to influence those around them.  But contrary to conventional wisdom, most trends start with a few.  He aptly calls this the “Law of the Few”.

Gladwell’s second major point in The Tipping Point is “The Stickiness Factor”.   He says, “The specific quality that a message needs to be successful is the quality of ‘stickiness’.  Is the message memorable?  Is it so memorable, in fact, that it can create change, that it can spur someone to action?”¹

Where’s the Beef?

I believe one of the most difficult things to overcome in General Aviation (GA) is the lack of self-reflection on what GA’s message actually is.  I’m not speaking of a particular business’s message.  They will determine that based on their own services and market.  Rather, I’m asking what is the message that we, as an industry, wish to promote?   When someone, waiting for their kids hears a small plane fly over, what do we want them to think?

Other industries have asked these questions.  Remember the “Beef: It’s what’s for dinner!” campaign?  It was launched in 1992 by the Cattleman’s Beef Board.  They recognized a problem–the negative image and growing public concern over the consumption of red meat.  They developed a plan and a message and as an industry, sought to change public perception.  Was it successful?  The “It’s what’s for dinner campaign” is one of the most recognizable taglines in history and is recognized by 88% of Americans.²

Therefore, I believe one of the first things we must do if we want to positively move public opinion to a more favorable position on GA, we have to think critically about what we want people to take away from their contact with General Aviation.

Considering the Message

The AOPA’s “General Aviation Serves America” campaign is a great campaign aimed at raising awareness of the ways General Aviation is an integral part of American communities.  The campaign, which makes use of the Law of the Few by involving well-known actors Harrison Ford and Morgan Freeman and others, is primarily aimed at raising awareness of how regulatory changes and legislation will negatively affect GA.

While this message is needed, I think there are a couple of ways to improve it.  First, I think it is a “circle the wagons” message that is more effective with the flying public than the non-flying public.  The people most likely to have this message “stick” with them are pilots and those in the aviation community who are already concerned about increased regulation and user fees.

Secondly, it seems limited in scope.  These ads don’t seem to make anyone want to do anything.  These ads don’t invite one to participate in General Aviation.  I think that message is crucial to the re-awakening many of us long for.

I am a proud AOPA member and I think they do a phenomenal job of advocating for General Aviation.  My task here is not to be nit-picky or critical, but to think of how to craft a GA message that is truly for the masses, that is both broad and “sticky” without being defensive.  I believe this can come in two distinct ways: telling a practical story and engaging in invitation more than information.

Tell a Practical and Real Story

Within the last couple of months we’ve seen the best and the worst in GA.  The tragic suicide flight of Joe Stack into the IRS office building in Austin, TX certainly brought general aviation to the forefront of the public.  Public concern began to swell again about the light-plane fleet and public safety.  The negative comments directed at lightplanes are as silly as criticizing Ryder panel-vans since that is what Timothy McVeigh used to blow up the Federal Building in Oklahoma City.  But nonetheless, the image of GA is further marred.

But also in the last couple of months we have seen GA rise to the forefront of the relief efforts in Haiti.  Did you know a full 40% of the relief flights into Haiti are General Aviation aircraft?  Have you heard of the generosity of businesses that have given permission for their mulit-million-dollar aircraft to be used for relief operations?  Have you heard some of the stories of pilots landing on unimproved dirt roads in an effort to get supplies and help to a nation in need?

That’s the story we need to be telling.  Why?  Because, people respond to messages that show specific practical benefits that engage them on an emotional level.  We’re not just telling them that GA is important and serves a purpose, we’re dramatically showing them exactly how.  So the first message I think we can deliver is that, as an industry General Aviation, truly does serve America (and the world) and here’s an amazing, specific way.  What if we created a campaign, a message, around this?  Or perhaps the GA Serves America Campaign could pick this up?

How about a tagline of: “General Aviation: Changing the world one flight at a time.”

Invitation

We need Aviation Evangelists. What if we took a Harrison Ford spot and crafted a messag such as this:

“Hi, I’m Harrison Ford.  I’ve had the privilege of playing a number of roles over my 40 year career in the movies.  Acting is a passion for me and I love it.  But I have another passion that I’d like to share with you –my passion for aviation.  For the last 20 years, I’ve been a licensed pilot.  Like many people, I’d always had the dream of flying, but it wasn’t until I started lessons that I discovered the freedom and joy of flight for myself.  You can know that too.  There are over a 250,000 pilots, just like you, who come from all walks of life.  They are businessmen and women, construction workers, doctors and teachers. There is no one pilot “type”—just someone who is realizing their dream of flight.   Flying is not out of your reach, it’s as close as your local airport.  Call one of your local flight schools, listed below, and see for yourself.  It’s one adventure you don’t want to miss.”

How about a tagline of: General Aviation: Live the Adventure!

As the ad mentions, it could be run by groups like the AOPA or NAFI nationally or regionally, and sponsored by local flight schools who could have their contact information added to it.

Other celebrity pilots and potential spokesmen might be: Clint Eastwood, Dennis Quaid, Kurt Russell, Alan Jackson, Sydney Pollack, Arnold Palmer, Tim McGraw, and former President George Bush, Sr.

Stickiness Revisited

Developing a sticky message necessitates our development of a message worthy of remembering.  For those of us already passionate about aviation, it’s easy, it’s stuck.  We know the joy, thrill, and adventure of flying.   But there are many others for whom this is not the case.

You and I can do this now.  We can be a part of getting this message out.  We can tell the practical stories.  We can be Aviation evangelists and find others to join us (maybe even a few well-known names).

As we do this, perhaps a new message about GA will permeate our society.  Perhaps in the near future, when a small plane flies over people will think about how awesome those small planes are and how they really do serve a unique role.

And perhaps they’ll say to themselves, “I bet I can do that…where’s that Flight School’s webpage?”

http://thehangar.wordpress.com

Click on pen to

Delta Air Lines’ recent acquisition of North Carolina-based Segrave Aviation speaks volumes about the airline’s recognition that private aviation / business aviation is a viable part of the air transportation system in the United States.

At a time when major air carriers are reducing capacity, pulling out of small markets, and scrapping to make a profit (which for the most part has not happened in a long time), Delta is doubling the size of its corporate jet charter subsidiary Delta Air Elite.

These guys are on to something.

Maybe they see the real value of a system where General Aviation plays a role that compliments the Air Mass Transit System as opposed to viewing us as the enemy?  More and more, airlines seem to be consolidating into route structures that serve the high-density traffic lanes between major US cities on domestic routes and between major US cities and major centers of commerce worldwide on international routes.

Can General Aviation serve as a feeder to the airlines much like their subsidiary and code-sharing commuter airline partners have done over the past 20 years?

General Aviation has the flexibility to move with the markets of demand much easier than the airlines do. Flights can be added at the spur of the moment as demand changes with travel seasons, or even events such as conferences and conventions where thousands of people move to a city for a three day event.

And we all know, for sure, that General Aviation delivers a much more stress free and efficient travel experience than the airlines have delivered so far.  

So maybe the mantra should be if you can’t beat them out of business, buy them?

Click on pen to

I recently had the opportunity to be part of an interview with Fleet Aviation executives Doug Brennan (CEO) and Ellen Sluder (Director of Marketing) about how, in a murky aviation market, they are successfully growing their aircraft charter business.

The business model behind this White Plains, New York, based company is simply offering complete travel solutions to the customer that is price competitive, safe, comfortable, convenient and environmentally friendly.  It’s what all of the aviation industry wish to do.  These guys have a solid history of success since 2005 and are offering a better solution to the business traveler.

So who is Fleet Aviation?  And what is their secret?  Well, it’s not really a secret at all.  Fleet Aviation provides on-demand charter service in small aircraft anywhere within 500 miles of the Greater New York City and Boston areas.   At Plane Conversations, from time to time we like to compare the different experience of riding on a corporate or private jet, with the experience of travelling on the airlines.  It’s our business, and we love to share with the market what a wonderful experience flying private is.  Well, the small aircraft offers the same experience.  Being a student pilot and flying in a two-seat Cessna 152 with less than desirable elbow room, I can fully appreciate the comfort level of flying in a four or six seat aircraft; whether it has one engine or two.  And these aircraft are not only comfortable and modern, but they are also fun, safe, and can get into any of the 5000 small airports in the US.  Only 500 are available to the airlines.  So it’s easy to figure out the time and cost advantage of chartering a single-engine aircraft. 

But what is the experience like?  Ellen Sluder says, “The experience of flying Fleet starts well before you arrive at the airport for your trip. You can either reserve online or call our concierge service. Once you have confirmed, you get a personalized itinerary that includes the name and phone number of your pilot. Should there be any concerns or questions, you can always call us or the pilot directly.  When it is time for the trip, you can drive right out onto the tarmac and your car will be valet parked and washed for your return. You step out of your car, hand your pilot your bags, climb right into the plane and can be taxiing in 5 minutes. Skip the crowds, lines and connections associated with major airlines. And, because you are flying private, we are completely on your schedule – if you arrive a few minutes late, we simply wait for you.”

Fleet Aviation keeps a clear business focus on regional travelers and aiming to attract a new market -those who might not have ever thought about aircraft charter.

Face to face is important for Fleet Aviation, but the social media trend has clearly started to penetrate the aviation industry.  “I fully believe that Social Media should be about getting feedback and creating a discussion.  ”Engaging” in the truest sense of the word”,Ellen says. ”Ultimately, I’d love to get to the point where I’m generating hundreds of hits and interactions – driving people to our website and getting actionable feedback.  But for now, the focus is really twofold: to provide fodder for folks who are doing due-diligence on Fleet Aviation, and use it as a tool for education.  We want to challenge the conventional thinking on regional travel. I read upwards of 30 blogs a day, and sift through to find topics I think would resonate and be relevant to regional travelers and then put the private aviation spin on it. Sometimes it’s about highlighting destinations that are best reached through private flying, sometimes it’s commentary on the current system”. 

To visit the great folks at Fleet Aviation, go to:  www.flyfleet.com

“With Fleet, it’s smooth, simple and straightforward, from booking to landing.”

Click on pen to

Corporate Aviation has become the whipping boy of modern American excess; a proxy statement for the priorities of Wall Street domination over the security of Main Street taxpayers.  The industry is being attacked from every angle from the bailout of big three automakers, environmental impact, homeland security, and the use of public air transportation assets.  Despite equally compelling data that the industry is good for the American economy, a huge PR problem remains.

If you can’t beat them, join them

The question is whether it is smarter to try and beat back the old reputation or to build a new one.  The advent of social media has brought forward a concept called “Social Capitalism” wherein it may be in the best interest of a capitalist enterprise to meet social priorities rather than Wall Street priorities.  Ultimately, Wall Street does not keep the wheels up – it’s the people who go to work every day.

Let me demonstrate with the following sobering example:

Steve Jobs, the president of Apple Inc., with a 5.1 billion dollar net worth, was able to get a “priority” liver transplant in Tennessee rather than in California because he took advantage of a social arbitrage opportunity.  Many organ transplant centers have different wait times for transplant patients; some as short as four months and some as long as three years.  There is no law against being on more than one waiting list but the patient must be able to arrive on call within five hours of notification of an available organ.  This condition greatly favors people with access to a corporate jets idling on the tarmac.

Out with the old and in with the new

In the old economic paradigm, a corporate jet service would advertise to sick wealthy people and help them game the system over the rest of the population.  In the social capitalism model, all corporate jet services would be available to all transplant candidates at a known price.  This game changer would result in a national database that closes the social arbitrage opportunity for transplants even for those who own their jets.

Controversy is king

I use this highly controversial life-and-death, rich-and-poor, for-better-or-worse example because it is on par with the degree to which the best and most ethical carriers take the seriousness of their mission.  It is also on par with the degree to which private aviation has the ability to shift entire markets, huge swaths of social organization and economic development with strategic placement of a social capital lift product.

Countless social service organizations are trying to send volunteers around the world to help displaced populations, provide medical care, and to fight social injustice.  It’s not about giving money, it’s about giving access.  The industry should simply publish aggregate routes structures, coordinate prices, and generally bring the industry into the light of day. Give regular people access to the benefits enjoyed by corporate executives and the industry will be rewarded magnificently.

An individual billionaire or a billion individuals

People connected by social media have the power of all PR firms combined.  They are stronger than the media and they are becoming stronger than many corporation and even governments.  Give people a reason to talk about private aviation and they will – don’t give them a reason to talk about private aviation – and they will talk about you anyway. Silence is not golden, it is suicide.  The difference between the cost of beating back the existing PR onslaught and the price of a social capitalism campaign may closer than anyone expects.

Click on pen to

Corporate Shuttle: An operation where private aircraft are used to move people in a company or companies between locations on a regular basis. Much like a private airline for the company without the hassle and inefficiency of the public airline.

Several years ago our company was fortunate enough to provide corporate aircraft shuttle service for a Fortune 500 company. The contract started with a term of six months, but ran  for three years and six months. Since then we have done other corporate shuttle contracts across the United States and even in other parts of the world, but that was the operation that really taught us the economic value proposition of the corporate shuttle for a company that needs to move people on a regular basis between two locations.

Before the merger of these two large companies, each one had the majority of its United States employees based in their domestic headquarter cities. Each company had highly educated and skilled research and development personnel whose intellectual capital they wanted to retain even while they combined operations.  In other words, much of the companies’ value was in the knowledge these people had in their heads.  In spite of the fact that during many mergers the efficiency gained by the action translates into job cuts, both companies wanted to retain as much of their intellectual capital as possible.  Providing a shuttle, rather than requiring personnel to relocate was one way to accomplish this. 

Non- stop airline service did exist between the two cities, but the route, monopolized by one major airline, had a high pricing structure and a schedule that was not conducive for travelers to leave from their home city in the morning, go to the other city, put in a full day at the office and get back home on the same day. Air mass-transit rarely provides that opportunity in any combination of city pairs.  The newly combined company looked at the number of people traveling, the time spent traveling, and the number of overnights required to make the meeting schedules, and decided that something had to be done to make the travel more efficient. There were a lot of hours wasted traveling and, once salaries were entered into the equation, those wasted hours were costing the company much more than just airline tickets, hotels, cabs and meals.

The company contacted us to put together a corporate shuttle that would meet the needs of their personnel traveling between those two cities. We were able to base a ten-passenger aircraft in each of their cities.  That aircraft would depart from their respective cities early in the morning, stay in the opposite city during the day and return to its base in the afternoon. The two aircraft literally passed each other in the middle of the route going opposite directions.  We set up a reservations system, giving them their own tailor-made, private airline which did allow passengers to leave from their home city in the morning, go to the other city, put in a full day at the office and get back home on the same day and at a reasonable time.

This service became so effective both in both time and cost savings that, as I stated earlier, the six month contract went on for an additional three years. The price per passenger ended up only slightly over the airline fare offered. However, the savings in overnight costs, as well as the efficient use of employee time made the enterprise worthwhile.  No more time wasted in airport terminals or overnight hotel stays.  Employees were free to do what they were being paid to do and, with the exception of those frequent flyer mileage junkies, most of the travelers in this company loved it. How many road warriors do you know who get excited about the next airline trip?

This is a story that can be told time and again all around the world. We were not the first  ones to provide corporate shuttle service.  Midwest Airlines was actually started as one!  Many companies around the world today are still  using corporate shuttles run by their own flight departments or by private jet service providers like us to move their people efficiently and cost effectively. This doesn’t sound like the “fat cat” riding around in the big jet story to me. It sounds more like an innovative way to connect people  to people and save the most valuable asset a company has – its people’s time. Do you agree?

Click on pen to