Business Aircraft Utilization Strategies 公务机使用策略(31)

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O’Neal also has seen a highly individualized level of consideration develop between corporate aircraft crews and their passengers. “A good crew knows that different people have different needs. From the hard charger to the real conservative flyer, that knowledge gives our passengers a feeling of comfort. Consequently, there are trips we make with some people that we wouldn’t make with others on any given day. Everyone’s happy that we make that distinction,” he says.
Crew training also is critical and is done to the highest standards. “It’s never an issue. We get the best train-ing. If our crew members are going to be really sharp, they need to train peri-odically and consistently,” O’Neal says. 

As for maintenance, “Essentially we have an open budget. If it needs to be fixed, we fix it. Maintenance has never been questioned.” The mechanical soundness of the company’s turboprop is about the only non-negotiable aspect of the company’s business, he says.
“You know,” he continues, “There’s a lot of work that goes into comparing the cost of one aircraft versus another on an hourly basis in this business. We really don’t concern ourselves with the cost per hour of the aircraft. Instead we look at the cost of the aircraft per our unit of production. We’ll keep fly-ing as long as we think it’s contributing in terms of being a cost effective alter-native to other means of travel or, for that matter, just being available so that we can do the job we need to do and be where we need to be at any time.
“Produce is a perishable commodi-ty. There are times when decisions can’t wait until tomorrow. How do you place a value on that? We have to be there when we have to be there.”
Aside from safety, security also is an issue that has a direct bearing on pro-ductivity. “The people who travel on our aircraft, with rare exception, spend every minute working. We get a great deal done in an undisturbed, hour-long plane ride, and a lot of the time they are strategic conversations. Where and when we go, and what we talk about, is private. You can’t do that on an airlin-er. The business value of having some-one’s undivided attention, whether it’s an employee or a customer – you can’t buy that. Sometimes people actually plan to go on a trip to a great degree because they can sit down for an hour or two and talk. It’s hard to quantify, as so many things are, but it’s almost priceless. If we’ve got six passengers and it’s an hour trip, they’ll get six solid hours of work done in a secure environment. That’s the nature of our business. The quality of the work that gets done enroute often pays for the cost of the trip.”
But is it safe? “I think it’s extremely safe. You know, the numbers prove that. Our aircraft is extremely safe and it’s very well maintained. The crew needs to be well rested and well trained, and we do that, there’s no doubt about it. But I think that our crews know their aircraft and what each passenger’s comfort level is, so that each passenger feels that they were treated to the safest travel possible.” And that helps makes each passenger safe and secure.
　
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