Comments on: Why You Are Not NetJets http://adamwebster.com/2007/02/26/whyyouarenotnetjets/ Help for jet owners and air charter operators. Tue, 07 Sep 2010 16:36:00 +0000 http://wordpress.org/?v=2.3 By: Rich Obertots http://adamwebster.com/2007/02/26/whyyouarenotnetjets/#comment-5656 Rich Obertots Tue, 01 Jan 2008 17:22:54 +0000 http://adamwebster.com/2007/02/26/whyyouarenotnetjets/#comment-5656 Adam - solid advice! Our firm is in the nano-niche of air medical transport and our focus for eight years has been to enable our clients to increase the utilization of their services (To safely generate sustainable medically necessary and appropriate flight requests.) Through intensive and highly resource conserving efforts (hence clients rarely have Microsoft-levels of funds or systems for marketing) we enable increased utilization and revenue. You are so right. We find aviation enterprises rarely devote the necessary strategy, time, funds, etc. to drive in the requests (quotes) that they need to achieve high-yields. Those that do - usually succeed. It was so inspiring to read your advice as well as the comments supporting you. All enterprises - aviation or otherwise - must stimulate requests for their services... especially with all of our limits put on by weather, maintenance, availability - etc........ in part - it IS a NUMBERS game - and also - a matter of astonishing and sustaining those customers firms have worked so hard to earn their trust and loyalty..................... thanks for the sound advice.... Rich O, ThinkThroughTools Adam - solid advice!

Our firm is in the nano-niche of air medical transport and our focus for eight years has been to enable our clients to increase the utilization of their services (To safely generate sustainable medically necessary and appropriate flight requests.) Through intensive and highly resource conserving efforts (hence clients rarely have Microsoft-levels of funds or systems for marketing) we enable increased utilization and revenue. You are so right. We find aviation enterprises rarely devote the necessary strategy, time, funds, etc. to drive in the requests (quotes) that they need to achieve high-yields. Those that do - usually succeed. It was so inspiring to read your advice as well as the comments supporting you. All enterprises - aviation or otherwise - must stimulate requests for their services… especially with all of our limits put on by weather, maintenance, availability - etc…….. in part - it IS a NUMBERS game - and also - a matter of astonishing and sustaining those customers firms have worked so hard to earn their trust and loyalty………………… thanks for the sound advice…. Rich O, ThinkThroughTools

]]> By: Harold Coghlan http://adamwebster.com/2007/02/26/whyyouarenotnetjets/#comment-3002 Harold Coghlan Sat, 02 Jun 2007 00:17:58 +0000 http://adamwebster.com/2007/02/26/whyyouarenotnetjets/#comment-3002 Hi Adam, As always, you call it for what it is. I remember in my airline days how the marketing dept. would always do a marketing "blitzkrieg" before opening any new routes, to pump up ticket sales...and it worked. (Never mind that they would waste millions elsewhere and would routinely end up bankrupt, that's another story). The irony is that I can vouch for the need to spend in marketing. We went for years getting what we thought was a good amount of traffic from word of mouth, and "golf course referrals"(one CEO telling another they flew on us, etc). But when we really started to budget a yearly marketing program, with a combined attack of internet, business news printed media and good PR, the phones started ringing off the hook and profits have shown a good 20-25% increase each year since (which for a small charter is pretty darn good). Basically, if you can't afford to invest in marketing, you can't afford to be in business and you might as well let the bank have their machine now, while it still has some value. Not being able to invest in marketing is like saying you can't invest in pilot training, or in maintenance. Please keep the reality checks coming... Harold Hi Adam,
As always, you call it for what it is. I remember in my airline days how the marketing dept. would always do a marketing “blitzkrieg” before opening any new routes, to pump up ticket sales…and it worked. (Never mind that they would waste millions elsewhere and would routinely end up bankrupt, that’s another story).
The irony is that I can vouch for the need to spend in marketing. We went for years getting what we thought was a good amount of traffic from word of mouth, and “golf course referrals”(one CEO telling another they flew on us, etc). But when we really started to budget a yearly marketing program, with a combined attack of internet, business news printed media and good PR, the phones started ringing off the hook and profits have shown a good 20-25% increase each year since (which for a small charter is pretty darn good). Basically, if you can’t afford to invest in marketing, you can’t afford to be in business and you might as well let the bank have their machine now, while it still has some value. Not being able to invest in marketing is like saying you can’t invest in pilot training, or in maintenance.
Please keep the reality checks coming…
Harold

]]> By: David http://adamwebster.com/2007/02/26/whyyouarenotnetjets/#comment-782 David Thu, 08 Mar 2007 20:01:59 +0000 http://adamwebster.com/2007/02/26/whyyouarenotnetjets/#comment-782 Right on the money. Hence the need to use services such as Doppelgänger Adam offers. Leveraging your time and resources always made sense to me. Ok that's a lie: I read that in one of Kiyosaki's books about 6 years ago. Right on the money.

Hence the need to use services such as Doppelgänger Adam offers. Leveraging your time and resources always made sense to me. Ok that’s a lie: I read that in one of Kiyosaki’s books about 6 years ago.

]]> By: M.A.C. http://adamwebster.com/2007/02/26/whyyouarenotnetjets/#comment-704 M.A.C. Tue, 27 Feb 2007 17:34:56 +0000 http://adamwebster.com/2007/02/26/whyyouarenotnetjets/#comment-704 Adam, As always your views are right on. It may be aviation blasphemy since NetJets has given a lot to business aviation and aviation in general, but I'll go right ahead and say it. You may have found the one thing that NetJets really excels at as a business. And that may not be that hard after all... They just saw that this industry doesn't operate as a business when it comes to marketing, and thought it might pay off to be the first to do so...(sure, sure, there are others as well...) But after I stop praising them for the incredible feat of marketing shiny Gulfstreams and Hawkers to the uber-rich, I'm stuck with one fairly obvious question? WHAT DID THEY MAKE OF THEM? Not much I'm afraid. Nor will they ever...The state and course of the Frax Industry is a living testament to that. And I mean, c'mon...Does aviation HAVE to be a low-margin (oops-no margin in their case) business? The Southwests and Ryanairs provide ample hint... So Kudos to NJ for getting one half of the equation right...Tapping demand. As for the other half...Who was it again that got it right? Regarding Bluestar.... I'm the last person to offer anything valuable on them since I know so little, but that Gordon Gekko association really kills me!;-) i'm curious though...what do you guys think about brokerage in the bizav supply chain the way the industry is likely to develop? Transient middlemen or high-margin solution? Adam,

As always your views are right on.

It may be aviation blasphemy since NetJets has given a lot to business aviation and aviation in general, but I’ll go right ahead and say it.

You may have found the one thing that NetJets really excels at as a business. And that may not be that hard after all…

They just saw that this industry doesn’t operate as a business when it comes to marketing, and thought it might pay off to be the first to do so…(sure, sure, there are others as well…)

But after I stop praising them for the incredible feat of marketing shiny Gulfstreams and Hawkers to the uber-rich, I’m stuck with one fairly obvious question?

WHAT DID THEY MAKE OF THEM?

Not much I’m afraid. Nor will they ever…The state and course of the Frax Industry is a living testament to that.

And I mean, c’mon…Does aviation HAVE to be a low-margin (oops-no margin in their case) business? The Southwests and Ryanairs provide ample hint…

So Kudos to NJ for getting one half of the equation right…Tapping demand. As for the other half…Who was it again that got it right?

Regarding Bluestar….

I’m the last person to offer anything valuable on them since I know so little, but that Gordon Gekko association really kills me!;-)

i’m curious though…what do you guys think about brokerage in the bizav supply chain the way the industry is likely to develop?

Transient middlemen or high-margin solution?

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