Business Aircraft Utilization Strategies 公务机使用策略(22)

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The aircraft also serves as a pack mule, as well as a people carrier. “We do component development in one city and system integration in another. We have to pass software and hard-ware pieces back and forth. Here – talk about a benefit, my gosh! – you could say, ‘Hey, can you get it on the
5:30 flight?’ Yup. Okay, I’ll have it in the office by 7:00. Well, we’ll go grab a pizza and we’ll be back and it’ll be there. You’re basically managing programs down to the hour rather than losing whole days. I’m sure that we could have worked with couriers or FedEx or somebody, but it was just awesome. We knew we had about four drop-off points going each way every day.
“The value of our shuttle is more obvious to me than anything. You can say, ‘What would the alternative costs be?’ either commercial or driving or whatever, and the safety factors around all that. But this one’s pretty obvious.”

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Corporate shuttles are not aircraft-type specific; companies use whatever works best for a particular mission.

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Shuttles are not always permanent, often operating for short periods for specific projects or start-ups.

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Some companies fly to customer (rather than company) sites every day.

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Middle level and technical staffers are the most common passenger ranks.

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Flight frequencies can vary widely, from hourly to monthly, depending on need.

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Internal company marketing of the service is critical to its success.

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Shuttles are sensitive to commercial competition, which can be a more economical alternative.

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A key determining factor is aircraft utilization. A waiting aircraft provides little benefit to the company. A full, flying aircraft can provide great benefit.

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Shuttles are most appropriate for larger companies with decentralized operations and facilities, or for companies with repetitive tasks, such as safety checks, management reviews, ongoing employee training or a need to make airline connections from rural locations.

 

Market Expansion

 

First In
Jim Cooling founded a law firm in 1977 on a shoe string. It was 1980 before he had saved enough to buy his first plane.

 

High above downtown Kansas City, in a corner office of a glass skyscraper, sits Jim Cooling. His neighbors are jealous. Cooling’s law firm signed its first lease on their space before most of the other tenants knew the building existed, and so enjoys a rent that includes a degree of “incentive” for which later tenants failed to qualify, which makes Jim happy – not at the misfortune of his neighbors, but that he was there first.
Cooling has been there first often. The lead attorney at Cooling & Herbers, a 25-person insurance defense and transactional law firm, Cooling is rumpled, and fun, and a pilot. Aside from being a good lawyer (few really bad lawyers get corner offices), Cooling has built a successful international law practice in part on his mobility – getting there first.
　
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