Expert answer:On demand transportation research project
Solved by verified expert:Hello please see the direction attached below.and another file( business corporate aviation management) is just for reference if you need. make sure the company I choose is Google. Thank you
phase2_177.docx
business__corporate_aviation_management___on_demand_air_travel__1_.pdf
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1. Travel analysis
Find the number of key executives, number of key destinations, the distance to
these destinations, frequency of travel to these destinations.
Try to include the length of time of each trip, the cost of a business-class airline
ticket, and then the time-savings with the use of a corporate aircraft. For example,
with every flight traveled by corporate aircraft, 1.3 hours of cost savings at the
executive’s “adjusted salary” is saved by the elimination of security lines,
baggage check-in etc.
Present in a table format some or all of the travel information that is specific for
your company. If you are unable to obtain detailed information, then estimate
travel needs (but state how the assumptions were made in the referencesassumption is necessary). Look at text for ideas.
Eg) table 2.1, 2.2, figure2.2, 2.3, and 2.4
After each graph, summarize briefly how and what you are presenting. If
assumptions are used, then state that.
If factual representation, then reference the source.
2. Aircraft evaluation:
Effective vs efficiency when comparing the aircraft needs relevant to the stage of
company’s development: growth, mature, declining (effective and efficiency are
different).
Select three corporate aircraft which will best fit company’s needs, remember it
may be other than a jet aircraft….
Maybe something another category. Or possibly just a “entry-level” aircraft, and
expand to a larger one. Jets are not the only solution.
Each aircraft will have a unique offer.
Example: this aircraft holds market value or this aircraft is a wider body to allow
club seating or this aircraft has the lowest fixed operating costs per hour or this
aircraft has long-range capability thus eliminating the tech stop for refueling… or
simply the purchase price, or the resale price which is very important now. Of
course, operating costs are a major consideration in line with your company’s
financial stage.
Select parameters which are common to each and place in table format for easy
comparison
Eg. Range, fixed operating cost, operating costs, seating capacity, purchase price
(http://jetadvisors.com/aircraft-information/) etc. remember it must be relevant to
your company(Google). Then summarize your graph with a paragraph or two.
These are just some of the comparisons.
After the table or graphs, give a brief summary of what you are trying to show for
instance two or three key points.
For example, ABC company is presently expanding to international markets in
the next three years, long range aircraft is necessary. Or high financial growth,
ABC Company must respond quickly and effectively to local customer demands
by private jet travel. Primarily, ABC’s travel needs are between 100 to 500 miles
from the company’s headquarters. Why each of the aircraft selected will fit the
specific company’s needs.
3. Photos of the jets, with highlighted comparisons.
CFO know nothing about aircraft, they understand data comparisons. But once
again, what are you trying to emphasize in these pictures,
Eg. Club seating, conferencing capability etc.
Write a summary of what each photo is showing to the executive and how it will
benefit the company
4. Reference your work (very important)
At least 3-4 references per section
BUSINESS AND
CORPORATE
AVIATION
MANAGEMENT
On-Demand Air Transportation
John J. Sheehan
MCGRAW-HILL
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DOI: 10.1036/0071436006
DEDICATION
To Peggy, my True Course.
This page intentionally left blank.
For more information about this title, click here.
CONTENTS
Foreword xi
Acknowledgments
Introduction xv
xiii
Chapter 1. Setting the Scene
1.1
On-Demand Air Transportation / 1.1
On-Demand Air Transportation Defined / 1.1
Personal Aviation / 1.3
Business Aviation / 1.4
The Beginnings / 1.7
Travel Is Important for Business / 1.9
The Reasons / 1.10
How Companies Use Aircraft / 1.13
Justifying Business Aviation / 1.19
Fortune 500 / 1.24
Safety / 1.25
The Future / 1.25
Aircraft / 1.27
Aircraft Characteristics / 1.27
On-Demand Aviation Methods / 1.33
Employee/Owner-Flown / 1.34
In-House Flight Department Using Owned/Leased Aircraft / 1.34
Management Company / 1.35
Joint Ownership / 1.35
Interchange / 1.35
Time Share / 1.35
Charter / 1.36
Fractional Ownership / 1.36
Choosing the Best Method / 1.37
Chapter 2. Determining the Need
Air Transportation Needs / 2.1
Why Individuals and Companies Use On-Demand Air Transportation / 2.2
Defining the Requirement / 2.3
Air Transportation Analysis / 2.5
Travel History / 2.7
The Future / 2.9
Solutions / 2.11
Choosing the Method / 2.16
What Users Want in On-Demand Air Transportation / 2.16
Methods / 2.18
v
Copyright © 2003 by John J. Sheehan. Click here for Terms of Use.
2.1
vi
CONTENTS
Running the Numbers / 2.27
Cost Components / 2.27
Evaluating the Options / 2.29
Chapter 3. Getting Started
3.1
First Things / 3.1
Aircraft Use Policy / 3.1
Chargebacks / 3.4
Oversight / 3.9
Staying Informed / 3.12
Owner/Employee-Flown Operations / 3.13
Purpose of the Business Aircraft / 3.13
Learning to Fly / 3.13
Role of the Owner/Employee-Pilot / 3.14
Acquiring the Aircraft / 3.15
Acquisition Assistance / 3.16
Insurance / 3.17
Flight Records / 3.17
Standards / 3.20
The Business of Safety / 3.21
Training / 3.21
Duty Time / 3.23
Limitations / 3.25
Maintenance / 3.25
Aircraft Charter / 3.27
Checking the Record / 3.27
Charges / 3.28
Evaluation / 3.29
Fractional Ownership / 3.30
Investigating the Service / 3.30
Managing It / 3.32
In-House Aircraft / 3.32
Finding the Right People / 3.33
Basing the Operation / 3.40
Acquiring the Aircraft / 3.41
Management Company / 3.44
The Contract / 3.44
Performance Measures/Reports / 3.46
Joint Ownership / 3.47
Other Methods / 3.48
Chapter 4. Running the Business
It Really is a Business / 4.1
Organization / 4.2
Scheduling / 4.4
Personnel / 4.4
Policy / 4.5
Procedure / 4.5
Scheduling Software / 4.6
International / 4.8
Administration / 4.8
Administrative Practice / 4.8
Developing Practices / 4.9
Talking With the Folks Downtown / 4.11
4.1
CONTENTS
vii
Organizational Conflict / 4.11
Get Them on Your Side / 4.12
Making House Calls / 4.13
Finance and Accounting / 4.14
Taxes / 4.15
Financial Planning / 4.16
Budgets / 4.16
Building the Budget / 4.19
Capital Budgets / 4.20
Controlling/Tracking Budgets / 4.22
Budget Justification / 4.23
Personnel / 4.24
Hiring / 4.24
Motivation / 4.25
Communicating Expectations / 4.25
Performance Evaluation / 4.26
Human Resources / 4.27
Career Development / 4.28
Leadership / 4.29
Planning / 4.30
Mission Control / 4.30
The Plans / 4.31
Flight Department Performance / 4.33
Efficiency versus Effectiveness / 4.34
Ratios / 4.34
Tracking It / 4.35
Comparisons / 4.35
Presenting the Information / 4.36
Information versus Data / 4.36
Reports / 4.36
Flight Department Evaluation / 4.38
Saving Money / 4.43
Seeking a Better Way / 4.43
Optimizing / 4.44
Know Thyself / 4.44
Outside Help / 4.45
All That Glitters Is Not Gold / 4.46
The Payoff / 4.46
Image of the Department / 4.46
Advertising the Department / 4.46
Customer Orientation / 4.48
Customer Surveys / 4.49
The Tools / 4.52
Presentation / 4.52
The Sale / 4.53
The Small Flight Department / 4.53
Communications / 4.54
Support Staff / 4.55
Networking / 4.55
Think Backup / 4.56
Planning / 4.56
Chapter 5. Flight Department Management
Management 101 / 5.2
The Basics / 5.2
Planning / 5.3
5.1
viii
CONTENTS
Execution / 5.3
Feedback / 5.4
No Shortcuts / 5.5
Theories of Management / 5.6
The Beginnings / 5.6
Behavioral Approaches / 5.6
Modern Theories / 5.7
Future Theories / 5.7
Learning It / 5.8
Management Skills / 5.9
Acquiring Skills / 5.10
The Flight Department Manager as a Business Executive / 5.11
Training the Boss / 5.15
Preparing the Next Generation / 5.16
Mentoring / 5.16
Teamwork / 5.17
Universal Mentoring / 5.18
Flight Departments in Trouble / 5.18
Normal Operations / 5.18
Warning Signs / 5.19
Bottom Line / 5.21
The Defining Moment / 5.22
Attention Getters / 5.22
Educating / 5.23
Communicating (Again!) / 5.23
It Only Takes Once / 5.24
Corporate Stages of Development / 5.24
Entrepreneurial Stage / 5.24
Growth Stage / 5.26
Consolidation Stage / 5.26
Mature Stage / 5.26
Decline, Renewal, or Acquisition / 5.27
Combinations / 5.27
Lessons Learned / 5.28
A Sense of Mission / 5.28
Standards / 5.29
Leadership / 5.29
Rapport with the Company / 5.29
Teamwork / 5.30
Chapter 6. Operations
Overview / 6.1
Is This Any Way to Run an Airline? / 6.1
Accident Rates / 6.2
Compliance / 6.2
Risk versus Reward: Cautionary Tales / 6.5
Critical Elements / 6.6
Attractive Awards / 6.7
Flight Operations Manual / 6.7
Building It / 6.8
Excuses, Excuses / 6.9
Changes / 6.10
Every Situation? / 6.10
Singing from the Same Hymn Book / 6.12
International Standards / 6.13
Standards for Life / 6.13
Needing Them / 6.13
6.1
CONTENTS
ix
Predictability / 6.15
Development / 6.15
Procedure or Technique? / 6.16
Checking Up / 6.16
Operations / 6.17
Dispatch Control / 6.17
Setting Limits / 6.17
Flight Crew Scheduling / 6.18
Flight Crew Duty Time Limits / 6.19
How Many Pilots? / 6.20
Checklists / 6.22
The Tyranny of Automation / 6.24
Aircraft Airworthiness / 6.26
Noise / 6.26
Helicopter Operations / 6.28
Chartering Aircraft / 6.29
Knowing the Regulators / 6.30
Training / 6.31
International Operations / 6.33
Airports / 6.34
Security / 6.35
Professionalism / 6.38
Job Security / 6.38
Technical Challenge / 6.38
The Professional Approach / 6.39
Chapter 7. Maintenance
Contract or In-House Maintenance / 7.1
Contract Maintenance / 7.2
In-House Maintenance / 7.4
Organization / 7.6
Small Flight Departments / 7.6
Larger Flight Departments / 7.6
Personnel / 7.7
Maintenance Operations / 7.9
Airworthiness Determination / 7.9
Maintenance Planning / 7.11
Maintenance Control / 7.11
Discrepancies / 7.12
Minimum Equipment List / 7.13
Maintenance Away From Home Base / 7.14
Aircraft Maintenance Reference Materials / 7.14
Parts Inventory and Control / 7.15
Duty Time / 7.16
Quality Control / 7.16
Maintenance Manual / 7.20
Aircraft Handling / 7.21
Security / 7.21
Evaluating Maintenance Performance / 7.21
Recordkeeping / 7.22
Regulations to Comply With / 7.23
Computerized Record Tracking Systems / 7.24
Training / 7.26
Maintenance Resource Management / 7.27
Passenger Handling / 7.27
Safety / 7.28
Safe Hangars for All / 7.29
Solo Technicians / 7.31
7.1
x
CONTENTS
Upstairs, Downstairs / 7.32
Know the Regulators / 7.33
Selling Maintenance / 7.34
Chapter 8. Safety
8.1
Safety Programs / 8.1
Crafting the Safety Function / 8.1
Model Safety Program / 8.5
Building In Safety / 8.9
Passenger Safety / 8.13
Accident/Incident Planning / 8.16
The Plan / 8.16
Elements of the Plan / 8.17
Implement It / 8.20
Chapter 9. Putting It All Together
9.1
Institutional Flight Departments / 9.1
Most Admired / 9.1
Profit and Loss / 9.3
The Excellent Flight Department / 9.4
Ways and Means / 9.5
Attainment / 9.6
Safety, Service, Value / 9.7
Safety First, Last, Always / 9.7
Service with a Smile / 9.8
Good Value Creates Job Security / 9.8
Hierarchies / 9.9
When in Doubt / 9.9
Appendix A. Business Aviation Background
A.1
Appendix B. Air Transportation Requirements
B.1
Appendix C. Owner Flown Procedures
C.1
Appendix D. Budget Justification
D.1
Appendix E. Employee Jobs and Performance
E.1
Glossary
G.1
Index
I.1
About the Author
I.10
FOREWORD
Transportation is a necessary component of economic growth and improved quality of life.
In Biblical times, King Solomon’s power was tied to his system of roads that enabled the
peoples of his domain to be effective traders. Nations with the most capable sailing fleets
dominated European trade in the centuries before trains and planes. The first U.S. president,
George Washington, urged his newly formed Congress to build roads and canals, for to do
so would reap rewards. President Lincoln pledged if elected in 1860 to complete the
transcontinental railroad to bind the nation and advance commerce. In the mid-twentieth
century, President Eisenhower championed legislation that resulted in the interstate highway system, which proved to facilitate significant advances in the nation’s economy and
the well being of its citizens.
Today, aviation is the principal form of transportation for business. No other means of
communication supports the fast pace of commerce. Fax machines, cell phones, videoconferencing, and all the marvels of the communications revolution have not negated the need to
travel. Rather, they have simply quickened the pace of business and necessitated the need
to be face-to-face with a company’s customers and enterprise partners before someone
from the competition gets there first.
Think about your own business life. Has your cell phone caused you to slow down or
travel less? Has your fax machine taken the place of a visit to a customer or potential customer? Are you comfortable building a bond of trust using the Internet? Do you want to
launch your development plans using the telephone or e-mail?
Nothing takes the place of face-to-face in keeping clients and growing your business.
While there is universal acceptance that transportation is a necessity for economic
development, many business leaders think only of scheduled airlines as a means of satisfying their travel needs. They have yet to understand and use a particularly advantageous
form of travel known as business aviation.
Scheduled airlines provide safe, secure, and frequent connections between major cities
throughout the world, albeit lacking the flexibility to serve many less populated cities and
ill structured to provide time-efficient travel itineraries involving multiple stops. Limited
by the strictures of their self-imposed hub and spoke system, scheduled airlines provide frequent and timely service to about 10 percent of the 429 commercial airports that have
scheduled operations by air carriers. In fact, nearly three-quarters of all airline passenger
enplanements occur at fewer than 50 locations.
Business aviation, the use of general aviation aircraft for business transportation, provides safe and secure access to about 5000 locations within the United States and many
more internationally. With the ability to transport employees in a timely fashion, unencumbered by limited airline service and inefficient schedules, companies are able to
enhance the productivity of a firm’s two most important assets—people and time.
Increasingly, business leaders and planners are looking to business aviation as an effective tool for enhanced productivity and growth. No longer misunderstood or maligned by
the specter of an uninformed press, business aviation has emerged as an important travel
resource that should be part of a company’s travel equation. Over 10,000 U.S. companies
own business aircraft, and about 90 percent of the public companies that return the highest
xi
Copyright © 2003 by John J. Sheehan. Click here for Terms of Use.
xii
FOREWORD
dividends and capital gains to shareholders employ some form of business aviation.
Worldwide, nearly 14,000 companies own company aircraft. Knowledgeable travel specialists, however, suggest that the number of companies that could employ some form of
business aviation advantageously exceeds 100,000.
Business aviation complements rather than competes with scheduled airlines. Members
of the National Business Aviation Association (NBAA) are the most active users of business
aviation in the world, yet they purchase over $10 billion in airline tickets annually.
Companies need to travel, and the most enlightened firms use the airlines when it is most
efficient to do so and employ business aviation when that form of transportation is most productive. Thus, understanding business aviation and determining how it can be applied profitably to serve a company’s travel needs is a challenging yet beneficial management task.
Also, business aviation comes in several forms, ranging from chartering an aircraft for
occasional use, through owning a fractional share of an aircraft managed by a fractional
ownership provider, to full ownership by a company and the establishment of a corporate
flight department. The enlightened user has access to all aspects of business aviation,
selecting the form that best satisfies the company’s varying needs. Thus the company with
an established in-house flight department also should know when and how to select supplemental lift using charter, for example. The availability of business aviation options
reflects the sophistication of this form of business transportation.
Business and Corporate Aviation Management by John Sheehan is a most appropriate
and authoritative reference for the company or individual …
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