Discussions of business aviation as a single category often trigger contrarian thoughts. After all, we’ve traditionally divided business jets into two separate categories: large “general aviation” aircraft that are operated by private companies, and smaller executive jets owned by private individuals. Within each category you will often find significant differences in general economics.
So why would anyone argue the need for a third aviation category? And why would anyone try to keep three different plane sizes in the same classification? With the kind of anticipated growth in these small business minuites that is currently being speculated on by the aviation industry, it’s a really tough question to answer.
That said, I think it’s a step in the right direction. I believe we can create a new category that better captures the value proposition of business aviation. I call it superbusiness, and I am proposing an airline that is based on and focused on the U.S. business aviation market.
I say superbusiness because we want to provide a service that is superior to what’s currently offered by the existing entrants into the small business airplane market. The idea is to create an airline that provides us with an opportunity to increase the value proposition of a general aviation aircraft, while maintaining reasonable operational costs.
A superbusiness will be set up as a low-cost operator (especially in the coming years), which will put it in a position to handle a better network of small-business air service. Some airlines could replicate the large aircraft product offerings that exists today. The superbusiness aircraft product that I am considering will be very different from that. Our goal is to focus on unique and differentiated U.S. business aviation capabilities, including some that aren’t currently available in the market.
Although general aviation is very strategic to the overall health of the general aviation industry, it is important to note that I intend to provide a superior product that is priced competitively in the commercial airline market. Any premium pricing increase would result from an increased value proposition.
Is that too much to ask? I think that is a reasonable expectation, especially when you consider the potential value propositions being offered. The superbusiness aircraft for all of its distinct features will likely offer exceptional value to the small business market. The superbusiness will certainly provide superior jet handling capabilities to its competitors with less than 500 seats and a different economics profile, but in the smaller size category.
Is there room for several superbusiness? Perhaps. However, I am sure that there is an opportunity to grow the market by under-penetrating some markets that I know personally feel have been underserved for too long. I would hope that we are all able to agree that the U.S. business aviation market is vast and deserves a strong airline focused on its specific capabilities. Our vision is to offer unmatched value for operators with a target audience of small and midsize companies across the U.S. marketplace, and then to provide a more value-driven aviation experience for airline ticket buyers. We’re optimistic about the future opportunity that is ahead of us.