Simple Flying

How to start an airline: part 2 - developing a business plan.

It's time to plan your new airline - the operations, destinations, and fleet.

Welcome Aboard

So you have decided to start an airline. This is a big decision to take on a project that could quickly take over your life. But how do you actually go about it, and where do you begin? The process involved in starting an airline can be rewarding, enjoyable, and hopefully profitable too. But it can also be frustrating, fraught with challenges, and the next setback will always remain just around the next corner. But if you are determined to do this, let’s take a closer look at how you might go about achieving your goal.

The four key stages of planning

The first thing to do is develop a robust business plan for your airline . You should consider the four critical stages of planning, better known as what , where , how , and why . Your business plan could make all the difference between your airline becoming the next big deal or simply another casualty of the ruthless airline industry, itself littered with failures throughout its history.

Getting these first critical decisions right will improve your chances of succeeding and perhaps ensure your airline's survival chances in the future. Once you have rigorous and comprehensive answers to all four key stages, it will be time to draft your business plan.

Your airline business plan will act as the shop window for your airline that you will present to potential investors ; a document that can be peered throughout to see whether your offering is attractive enough to entice others inside and, hopefully, to part with their hard-earned dollars.

After all, unless you have bottomless pockets, you will be reliant on others to provide additional funding and investment to get your airline off the ground. We shall explore the whole issue of budget and finance in greater depth in the next part of this series.

airBaltic Airbus A220 Getty

The first stage of planning - What?

The first of the critical issues to address when you consider starting an airline is ' what '? What do you want to achieve exactly, bearing in mind that this may not be possible, cost-effective, safe, or even legal?

Focussing on developing your initial idea is all very well, but being flexible to change and ready for setbacks will be useful characteristics in your planning toolkit as you progress. You should develop an exact, detailed concept of what you want to do with your airline. What are your goals, and what do you need to achieve them.

What are your aims and ambitions? Do you want to start small and get bigger, or do you simply want to remain small and niche? Remember, many airlines survive because they stay small. Or are your aspirations to become a feeder carrier possibly, or a regional operator . Do you want to scale things up to become a short, medium, or even long-haul operator, flying the big jets to faraway destinations?

Is your airline going to be a scheduled carrier, a charter operator, or a combination of both? You might want to avoid the complications of fare-paying passengers altogether (often referred to in the airline world as ‘self-loading freight’) and specialize in the carriage of cargo only.

In principle, these are all feasible ventures, and the industry has successful examples in each sector. Honing on just one market segment initially and doing that well will be crucial before you even consider growing your business.

Once you have an established, well-developed concept of what you want your airline to be, you can progress to the next stage of the process.

GettyImages-1297954791

The second stage of planning - Where?

Where you want to fly sits snugly alongside the ‘ what ’ question addressed above. You should be considering your proposed route structure , selecting your hub airports and your home base from the outset. You need to decide whether you wish to focus on being a point-to-point carrier or whether a hub-and-spoke operation might suit your airline better.

Remember that some airports you may wish to serve will be slot constrained, so a quick initiation into that airport's slot allocation process will be necessary. You may not be allocated a workable set of slots for your airline, so be prepared for some tough negotiating.

Recent startup airlines which appear to be making early progress with network planning are Breeze and Avelo in the US, selecting point-to-point routes to develop their business. PLAY in Iceland is aiming to build a viable hub-and-spoke network using Keflavik Airport (its home base) as its hub facility, offering decent levels of connectivity for passengers traveling over Iceland between the United States and Europe

PLAY-airbus-Birgir-Steinar-Birgisson

Are you considering entering an existing market where you will compete with others, or will you target new, emerging markets, opening up regions and routes that would otherwise remain unserved by other carriers, such as Bonza , the excitable new startup in Australia?

Bearing in mind that you will require aircraft, crew, ground handling, maintenance provisions, and other services at each base you open dictates that you simply should not consider opening up a plethora of routes that are entirely unlinked to each other in any way.

Bonza-Full-Network-Map

Startup airlines regularly focus early operations on a single or minimal number of bases to start before they even consider expansion. An excellent current example of this is the new Flybe operation starting operations shortly. This new carrier (revived from the ashes of another carrier of the same name, which failed at the start of the pandemic) has limited its initial operation to just two small UK bases - Birmingham and Belfast City .

No doubt routes will be picked up and dropped from these bases in the early stages as Flybe refines its model. Yet, by staying small initially, the airline hopes to avoid having a dispersed network and fleet, which stretches resources and ultimately leads to operating a wide range of loss-making routes, just as its predecessor did.

Flybe-16477030

While the 'what' question may have been based on intangibles, such as desire or ambition, the 'where' decisions will be primarily based on data and information.

Detailed route analysis using modeling and forecasting will be a prerequisite here. It will be imperative to have all your facts in numeric form so that forecasting and projections can be produced to act as your road map as you develop.

Route and network development consultancies can assist you in this process, as can the planning departments of airport authorities , as well as the leading commercial aircraft manufacturers.

Even a decision to fly a new 200-seat jet from point A to point B will find you with offers from all of these sources, each undoubtedly willing to provide planning assistance, particularly if there is something potentially in it for them. So don't be afraid to ask for help from those who know their industry best.

James Pearson , Simple Flying's very own in-house route and network planning expert, provides the following helpful advice for anyone considering a potential new airline's route structure -

Network planning requires solid research using multiple data sources, thinking creatively, and forecasting as accurately as possible. It also requires a strong gut instinct about what will work and why.

For low-cost and ultra-low-cost carriers especially, predicting market growth through stimulating demand is often essential. For many thin routes, this is crucial to make them viable, without which they would be too small.

Network planning isn't just a one-off process. It also requires continual market awareness to check what is happening to avail of more opportunities as they arise. No matter the work, not all routes will work or are expected to work. If they did, an airline wouldn't be experimenting enough.

The third stage of planning - How?

When considering the question of ' how' , there are various points to consider. Will you select just a single aircraft type for your operation, or does your plan call for several types? Without delving too deeply into economic theory relating to the principle of economies of scale, startup airlines have often seen success when focussing on a single type of aircraft - Southwest , Ryanair, or Wizz, all being good examples.

business plan for aviation

Selecting the correct aircraft type for your operation will be of utmost importance. Too small an aircraft, and you could be passing up the opportunity to fill more revenue-producing seats. Too large an airplane, you could risk flying around half-empty planes, burning fuel, and losing money, and lots of it.

Getting this balancing act is imperative to ensure your business plan's economics are correct. Your airline is financially viable so that your airline’s survival is assured, at least in the initial startup phase. Again, aircraft manufacturers' marketing departments will be all too eager to assist you in this process if there might be an aircraft sale or two for them!

Singapore-Airlines-Airbus-A380-800-Sydney-Airport

The fourth stage of planning - Why?

Starting an airline is not easy; otherwise, everyone would be doing it, right? Going into the startup process thinking your airline will be flying before you know it would be foolhardy and misguided. You should give a great deal of consideration to why you wish to do this.

Why do you want to put yourself through months, if not years, of stress just to get to your airline's inaugural flight, let alone what may come afterward? Starting an airline simply as a vanity project has been repeatedly shown to be not enough reason to build a sustainable business.

You will need a good degree of passion, enthusiasm, resilience, and ambition to make this all come together. Starting an airline for fun is not a ‘thing’ in itself. You may have good intentions, grand designs, and enormous ambitions for your airline. Still, without established motives and deeply embedded aspirations, you may as well stop planning before you even get started.

Virgin-Atlantic-A380-Order-Cancellation

And to address the 'elephant in the room' when it comes to airline startups, don’t expect to run a profitable business for several years at the very least . The startup costs involved in getting a new startup airline flying are far more considerable than even your forecasts will tell you. You need to make provision for this, given the multitude of setbacks that will undoubtedly come your way throughout the startup process.

As mentioned earlier in this article, If you are starting an airline simply to get rich quickly, you seriously need to rethink your whole ethos.

Failing to plan is planning to fail

Without comprehensive and credible plans in place, you are setting yourself up for a rapid fall. Any cracks in your business plan will quickly widen, be stretched to critical levels, and may simply just bring your whole project crumbling down before you even get going.

Yet, knowing what you want to do, where you intend to do it, how you intend to achieve it, and perhaps most importantly, why you are setting off on this arduous process and profoundly personal and life-changing journey will either attract investors to you or conversely confine your airline plans firmly to the drawing board.

Breeze Embraer

Head in the air but feet on the ground

So, in summing up, be very clear about what you are aiming to achieve. Have big ideas and even bigger goals, but wherever your airline planning takes you, keeping your feet firmly on the ground will serve you well. Because remaining grounded throughout the planning process at all times, will hopefully ensure that your airline startup does not!

Next time, we shall look at airline funding and financing. Join us for 'How to Start An Airline: Part 3 - Finances', coming soon.

Business Plan Template for Aviation Industry Professionals

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Ready for takeoff in the aviation industry? ClickUp's Business Plan Template for Aviation Industry Professionals is your flight plan to success!

Designed specifically for aviation industry professionals like you, this template will help you:

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Whether you're starting a new airline, launching an aviation technology startup, or looking to expand your existing aviation business, this template has everything you need to soar above the competition. Get started now and watch your dreams take flight!

Business Plan Template for Aviation Industry Professionals Benefits

When it comes to the aviation industry, having a solid business plan is crucial for success. With ClickUp's Business Plan Template for Aviation Industry Professionals, you can enjoy the following benefits:

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Planning your aviation business has never been easier with ClickUp’s Business Plan Template for Aviation Industry Professionals. Here are the main elements you can expect from this template:

  • Custom Statuses: Track the progress of each section of your business plan with statuses like Complete, In Progress, Needs Revision, and To Do.
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How To Use Business Plan Template for Aviation Industry Professionals

If you work in the aviation industry and need to create a business plan, the Business Plan Template in ClickUp can help you get started. Follow these six steps to create a comprehensive plan for your aviation business:

1. Define your business concept

Begin by clearly articulating your business concept. What services or products will your aviation business offer? Who is your target audience? What makes your business unique? Answering these questions will help you establish a clear vision for your business.

Use the Docs feature in ClickUp to outline your business concept and brainstorm ideas.

2. Conduct market research

To create a successful business plan, you need to understand the aviation industry and your target market. Research your competition, identify industry trends, and analyze the needs and preferences of your potential customers.

Utilize the Table view in ClickUp to organize and analyze your market research data.

3. Develop a marketing strategy

Your business plan should include a comprehensive marketing strategy to attract customers and generate revenue. Determine the most effective marketing channels for reaching your target audience, establish your brand identity, and outline your pricing and promotion strategies.

Create tasks in ClickUp to outline your marketing tactics and assign responsibilities to team members.

4. Outline your operational plan

In this section, define how your aviation business will operate on a day-to-day basis. Include information about your facilities, equipment, staffing requirements, and operational processes. Consider factors such as maintenance, safety protocols, and regulatory compliance.

Use the custom fields feature in ClickUp to track key operational details and ensure everything is accounted for.

5. Develop a financial plan

A solid financial plan is crucial for the success of any business. Determine your startup costs, projected revenue, and expenses. Create a budget, forecast your financial performance, and identify potential funding sources.

Utilize the Gantt chart feature in ClickUp to create a timeline for your financial projections and track your progress.

6. Monitor and review

Once your business plan is complete, regularly monitor and review your progress. Keep track of key performance indicators, revisit and update your goals, and make adjustments as needed. Regularly reviewing your business plan will help you stay on track and adapt to changes in the aviation industry.

Set up recurring tasks and reminders in ClickUp to ensure that you regularly review and update your business plan.

By following these steps and utilizing the Business Plan Template in ClickUp, you can create a comprehensive and effective business plan for your aviation industry business.

Get Started with ClickUp’s Business Plan Template for Aviation Industry Professionals

Aviation industry professionals can use this Business Plan Template for the Aviation Industry to effectively communicate their vision and secure financing or support for their aviation-related business endeavors.

First, hit “Add Template” to sign up for ClickUp and add the template to your Workspace. Make sure you designate which Space or location in your Workspace you’d like this template applied.

Next, invite relevant members or guests to your Workspace to start collaborating.

Now you can take advantage of the full potential of this template to create a comprehensive business plan:

  • Use the Topics View to outline the key sections and topics of your business plan
  • The Status View will help you track the progress of each section and topic, with statuses such as Complete, In Progress, Needs Revision, To Do
  • Utilize the Timeline View to create a visual representation of your business plan's timeline and milestones
  • The Business Plan View provides a holistic view of your entire business plan, allowing you to easily navigate and review each section
  • Use the Getting Started Guide View to provide a step-by-step guide for others to follow when reviewing or implementing your business plan
  • Customize the Reference, Approved, and Section custom fields to add additional information and categorize your business plan sections
  • Update statuses, custom fields, and progress as you work through each section to keep stakeholders informed of progress
  • Monitor and analyze your business plan to ensure it aligns with your goals and objectives.
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Airline Business Plan: Writing Effective Airline Business Plans

airline business plan

To write a successful airline business plan , you must take several important trends in the airline industry and broader economy into account. What affect will these important trends have on the new airline?

  • Continuing volatility in oil and other commodity markets
  • A decline in personal disposable income as the economy slows
  • Anxiety over flying and travel restrictions as a result of terrorist attacks and war
  • Recent financial hardships and bankruptcies of major airline companies

Important Airline Business Plan Questions to Answer

To write a convincing aviation business plan and successfully launch your new airline, you must have confident answers to the following questions:

  • What is the market demand for your new airline business?
  • How will you prove the feasibility of your new airline?
  • What kind of financing will you need, and how much?
  • What types of investors will you seek capital from?
  • What relevant past experience does your management team have, which you can leverage in your business plan?
  • What strategic partnerships will you forge?
  • What is your marketing plan and how will you grow your airline’s customer base?
  • What are your airline’s future financial projections?
  • What is your new airline’s “unfair competitive advantage” and how will you create barriers to entry?

How to Finish Your Airline Business Plan in 1 Day!

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Airline Business Plan FAQs

What is the easiest way to complete my airline business plan.

Growthink's Ultimate Business Plan Template allows you to quickly and easily complete your Airline Business Plan.

What is the Goal of a Business Plan's Executive Summary?

The goal of your Executive Summary is to quickly engage the reader. Explain to them the type of airline you are operating and the status; for example, are you a startup, do you have an airline that you would like to grow, or are you operating a chain of airlines?

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Airline Business Plan Sample

FEB.01, 2021

Airline Business Plan Sample

Do you want to start an airline company?

An airline business provides air transport to passengers on a national and international level. The business is undoubtedly much more profitable than other usual businesses. However, it comes at the cost of a difficult startup.

Starting an airline business is an inevitably expensive venture. The costs of jets, the salaries of qualified and experienced pilots, salaries of the crew, charges paid to the airport, payments to government and travel agents combined make a huge cost.

Therefore, if you are exploring how to build an airline business plan, you must first make sure that you will be able to manage a large team and expenses. To start this business, the first step would be creating a business plan. In this blog, we’re providing a business plan for airlines written for the startup, Bruce Airlines.

Executive Summary

2.1 the business.

Bruce Airlines will be a registered and licensed aviation business startup headquartered in Charlotte. The business will be owned by Bruce Greg, former COO of Aer Lingus.

2.2 Management of Airline company

Managing an airline company demands a lot of experience and expertise. Because the slightest mistake of anyone can lead to huge money and even life losses. In this airline business plan executive summary pdf we’ll be providing all details about Bruce Airlines. So you would have complete knowledge of what to include in your starting up airline business plan.

To manage an airline company, you’ll be needed to employ aviation attorneys, schedule coordinators, aviation technicians, flight attendants, pilots, and administrative staff.

To ensure the smooth running of business’ operations, Bruce Airlines will offer just 45 destinations across the globe in the initial phase.

2.3 Customers of Airline company

The customers of our airline will mainly be businesspersons and officers who need to travel internationally. Moreover, the general public and tourists will also be our target customers.

2.4 Business Target

Our target is to cover the startup expenses within two years of the launch. Moreover, we also aim at earning a net profit margin of $27k per month by the end of the second year and $49k per month by the end of the third year.

Airline Business Plan - 3 Years Profit Forecast

Company Summary

3.1 company owner.

Bruce Greg completed his pilot training at American Airlines Cadet Academy at the age of 21. After that, he did an MBA from Harvard University and joined Aer Lingus as a company manager. He served at several managerial posts and eventually became the company’s, Chief Operating Officer. He served as COO for six years and then decided to launch his own airline.

3.2 Why the airline company is being started

Bruce has always been associated with the airline business. He decided to launch his own airline to be an entrepreneur and earn the most by utilizing his skills and experience.

3.3 How the airline company will be started

Step1: Creating A Business Plan

The first step before starting an airline company is to create a business plan for airlines company. Bruce studied several examples of business plans for airlines and developed his start an airline business plan himself. We are providing the business plan he created in this sample business plan airline company.

Step2: Acquiring Required Licenses & Permits

Step3: Establish Headquarter, Values & Services

Bruce Airlines will be headquartered in Charlotte. The company will come into contact with airports and the government to negotiate the fee for hangars and for scheduling flights and routes. Meanwhile, the company will define its services, values, and customer care policies to get recognized.

Step4: Hire The Staff

To run an airline company, you need to hire a large staff. Due to the responsible and delicate nature of work, Bruce decided to recruit staff after rigorous testing and interviewing. The list of staff he’ll hire will be given in the upcoming sections along with their job descriptions and salaries.

Step5: Promote & Market

To attract customers amid huge competition, it is essential to develop an effective marketing strategy. And to come in contact with stakeholders who can indirectly promote your company.

Step6: Establish Online Presence

In this era, it is really important to establish a strong website presence. Bruce decided to launch a website that provides electronic ticketing and flight booking system to facilitate his customers.

Airline Business Plan - Startup Cost

Like all other airlines, Bruce Airlines will also be offering four travel classes. The services and luxuries associated with each class are listed here. If you want to build your own airline you can take help from this business plan template airlines.

  • Economy Travel Class: This will be our basic class consisting of normal quality seats, foods, and extras for those looking for economical travel. The leg space, seat width, and screen size will be a lot lesser than all other classes. However, it will be adequate for a short flight.
  • Wider and Comfortable Seats
  • Quality foods and refreshments
  • 16-inch entertainment screen
  • Extra things including hot towels, toothbrushes, headsets, etc.
  • Extra Comfortable Seats (More width, inclination)
  • High-quality foods and refreshments
  • 20-inch entertaining screen
  • Extra things including eye masks, headsets, towels, and others.
  • High priority check-in security
  • High priority baggage handling
  • Mini-Suites with privacy doors and noise-dampening curtains
  • Storage compartments
  • 26-inch entertainment screen
  • Personal wardrobe
  • Comfortable seat that reclines into super-comfy bedding with temperature control
  • Finest foods and drinks made by world-renowned chefs
  • Amenity kit including toothbrushes, face creams, lip balms, ear-plugs, and other things.

Marketing Analysis of Airline Company

Marketing analysis is a very important part of airlines business plan template. It analyzes the target market and target customers. Moreover, it also explains how much price you should set to meet your financial goals while attracting more customers than your competitors.

In this starting an airline business plan we are providing the marketing analysis done for Bruce Airlines. Here we have analyzed the global market trends for this business and the general groups of people that can be considered as potential customers.

If you are looking for how to write a business plan for an airline you can take help from airline business models pdf.

5.1 Market Trends

According to IBISWorld, more than 22k global airline businesses are running in the United States, employing more than 2.5 million masses. According to the same source, the business holds a huge market size of $686 billion.

Despite that the industry is already quite large, still, It is expected to grow more in the coming years. The growth is forecasted based on the surge in travel activities and expansion in the middle-class population in the coming years.

5.2 Marketing Segmentation

Airline Business Plan - Marketing Segmentation

5.2.1 Business Persons

This group of our customers comprises of businessmen and women who need to travel to several countries as part of their business. This group is expected to avail of our first class and business class travel tickets. As this category usually arrange business trips and meetings, therefore, we expect this group to avail our services in groups.

5.2.2 Foreign Officers

Our second target group comprises high officials who need to travel on regular basis to meet their job responsibilities. This group is also expected to avail of our first class and business class travel tickets.

5.2.3 Tourists

Our third target group will comprise tourists who board airplanes frequently to reach out to remote locations. This category is expected to travel mostly in economy and premium economy class.

5.2.4 General Public

Lastly, general people who have to travel far-off places on an urgent basis will also be our target customers. This group is expected to avail mostly our economy class service.

5.3 Business Target

  • To earn a profit margin of $49k per month by the end of the third year
  • To achieve an average rating above 4.77 by the end of the second year
  • To achieve a CSAT score above 92 by the end of the first six months
  • To increase our travel destinations from 45 to 55 within three years of our launch

5.4 Product Pricing

Our prices will lie within the same ranges as that of our competitors. However, we will offer several discounts in the startup phase.

Marketing Strategy

Bruce Airlines will come up with several competitive aspects to get ahead of its competitors. In this airline marketing strategy pdf we’re providing the marketing strategy of Bruce Airlines. So that you can have help in making your own airline marketing business plan.

6.1 Competitive Analysis

We expect to get popularity among our customers due to the following competitive aspects.

  • Electronic booking and ticketing facility
  • Additional amenities
  • Discounted rates in the first two months
  • Dedicated flight attendants
  • Highly customer care oriented policies

6.2 Sales Strategy

To advertise our startup, we’ll

  • Promote our services through travel agent companies , social media campaigns, and Google Local ads services.
  • Offer a 30% discount on the economy, premium economy, and business class tickets for the first two months of our launch.
  • By launching our frequent-flyer program for privileged and loyal customers.
  • By making our website SEO and by investing in artificially intelligent chatbots.

6.3 Sales Monthly

Airline Business Plan - Sales Monthly

6.4 Sales Yearly

Airline Business Plan - Sales Yearly

6.5 Sales Forecast

Airline Business Plan - Unit Sales

Personnel plan

An airline company needs a lot of staff to manage operations. Therefore you should make a detailed list of required employees with their job descriptions as you write a business plan for an airline.

7.1 Company Staff

Bruce will be the CEO himself. The staff he’ll hire is listed below:

  • 1 Chief Operating Officer
  • 5 Pilots with ATP certifications
  • 9 Flight Attendants
  • 2 Airline Operations Agents
  • 3 Avionics Technicians
  • 3 Airline Station Agents
  • 1 Aviation Attorney
  • 2 Sales Executives
  • 1 Social Media Manager
  • 6 Security Officers
  • General Cabin Crew

7.2 Average Salary of Employees

Financial plan.

The airline company is not like other usual businesses. Starting and running an airline business is extremely expensive due to the high costs involved in

  • Purchasing Airplanes
  • Recruiting highly qualified pilots
  • The fee paid to the government and airports
  • The fee paid to travel agents
  • Frequent loss due to empty seats
  • Salaries of a large workforce
  • Maintenance costs
  • Money spent on marketing and advertisement

Therefore due to the high costs involved in airline operations, you need to be very much careful in managing your finances. Your financial plan for this business must draw a trajectory to earn targeted profits despite these huge expenses.

As Bruce had all the knowledge to create a financial plan, he carried out this task himself. In the case of your startup, if you are not a professional financial analyst, you must hire the services of one. To get a rough idea of what to expect from your professional financial plan writer , we are providing the financial plan of Bruce Airlines in this starting airline company business plan.

8.1 Important Assumptions

8.2 break-even analysis.

Airline Business Plan - Break-even Analysis

8.3 Projected Profit and Loss

8.3.1 profit monthly.

Airline Business Plan - Profit Monthly

8.3.2 Profit Yearly

Airline Business Plan - Profit Yearly

8.3.3 Gross Margin Monthly

Airline Business Plan - Gross Margin Monthly

8.3.4 Gross Margin Yearly

Airline Business Plan - Gross Margin Yearly

8.4 Projected Cash Flow

Airline Business Plan - Projected Cash Flow

8.5 Projected Balance Sheet

8.6 business ratios.

All tables in PDF Download Airline Business Plan Sample in pdf Professional OGS capital writers specialized also in themes such as drop shipping business plan , import and export business plan , logistics business plan , airmall business plan and helicopter business plan .

OGSCapital’s team has assisted thousands of entrepreneurs with top-rate business plan development, consultancy and analysis. They’ve helped thousands of SME owners secure more than $1.5 billion in funding, and they can do the same for you.

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How to Create an Airline Business Plan

Blog > how to create an airline business plan, table of content, introduction, executive summary, market analysis, business description, business structure and organization, marketing and sales strategy, fleet and operations, financial projections, funding and investment, risk analysis and mitigation, regulatory and legal compliance, sustainability and environmental, our other categories.

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Business plan 101.

How to Create an Airline Business Plan Stellar Business Plans

The airline industry has experienced exponential growth and transformative changes over the years, making it an attractive sector for entrepreneurs seeking to launch their own airlines. However, navigating this competitive landscape requires a well-crafted and comprehensive airline business plan. In this guide, we will walk you through the essential steps and key components of creating an effective airline business plan that will lay the foundation for your success in the aviation industry. As a trusted startup consultant service provider, Stellar Business Plans is here to support you in turning your aviation dreams into reality.

An executive summary serves as the snapshot of your entire airline business plan . It succinctly outlines your airline’s vision, goals, financial projections, and growth strategies. This section sets the tone for the rest of the plan, capturing the attention of potential investors and stakeholders.

Example: “Skyline Airways is a visionary airline committed to redefining air travel by providing unparalleled luxury and convenience to business and leisure travelers. Our strategic expansion plans and commitment to customer satisfaction make us a strong contender in the aviation industry. This executive summary outlines the key components of our business plan, showcasing the promising potential of Skyline Airways.”

Stellar Business Tip: Keep your executive summary concise yet impactful. Highlight the unique selling points of your airline and emphasize how it addresses the pain points of customers.

Understanding the dynamics of the airline industry is crucial for making informed decisions. Conduct an in-depth market analysis, including market trends, target customer segments, and competitor landscape. Utilize relevant statistics and data to present a comprehensive overview.

Example: “The global airline industry is projected to witness substantial growth in the coming years, driven by increasing disposable incomes, growing tourism, and expanding business travel. According to the International Air Transport Association (IATA), global air passenger numbers are expected to double in the next two decades, reaching 8.2 billion by 2037.”

Stellar Business Tip: Leverage market research and industry reports to substantiate your claims. Show that your airline’s strategies are well-aligned with market opportunities.

This section delves into the core aspects of your airline, including your mission, unique selling proposition (USP), and the services you will offer. Introduce your airline’s history and highlight significant milestones that demonstrate your readiness for success.

Example: “FlyRight Airlines was founded with a vision to revolutionize the travel experience for passengers through exceptional customer service and innovative technology. Our commitment to punctuality, safety, and personalized service sets us apart from competitors. As an industry-disruptor, FlyRight Airlines has been recognized with the prestigious ‘Best Customer Service’ award for three consecutive years.”

Stellar Business Tip: Showcase your airline’s achievements and accolades to build credibility and confidence among potential investors and partners.

Outline the legal structure of your airline and discuss the management team’s roles and expertise. Provide an organizational chart to showcase the hierarchy and responsibilities of key personnel.

Example: “SkyJet Airways is registered as a private corporation in accordance with aviation regulations. Our management team comprises seasoned professionals with extensive experience in the aviation and hospitality industries. John Smith, our CEO, brings over 20 years of leadership experience in major airlines, ensuring efficient operations and strategic decision-making.”

Stellar Business Tip: Highlight the expertise of key team members and their significant contributions to the success of your airline.

Develop a robust marketing and sales strategy to attract and retain customers. Utilize data-driven insights and statistics to demonstrate the effectiveness of your marketing initiatives.

Example: “SkyGlide Airlines’ marketing strategy focuses on digital channels, social media, and influencer partnerships to reach our target audience effectively. Our market research indicates that millennial travelers heavily influence travel decisions, and thus, we invest significantly in social media marketing and user-generated content to create brand loyalty.”

Stellar Business Tip: Showcase your understanding of your target market’s preferences and how your marketing efforts align with their expectations.

Detail your fleet composition and specifications, including aircraft types and capacities. Discuss aircraft maintenance and safety procedures, emphasizing your commitment to ensuring a reliable and secure airline.

Example: “AirWings Fleet consists of modern and fuel-efficient aircraft, including Airbus A320neo and Boeing 787 Dreamliner, ensuring a comfortable and eco-friendly flying experience. Our partnership with leading maintenance providers guarantees the highest standards of safety and reliability, with regular maintenance checks and adherence to regulatory guidelines.”

Stellar Business Tip: Focus on the safety and comfort features of your fleet to instill confidence in your airline’s operations.

Create comprehensive financial projections based on market research and sound assumptions. Utilize charts and tables to present revenue forecasts, cost structures, and projected profitability.

Example: “Our financial projections anticipate steady growth, with projected revenue of $100 million in the first year, reaching $500 million by the fifth year. This growth will be supported by a robust marketing strategy, optimized operational costs, and an expanding customer base.”

Stellar Business Tip: Provide a clear breakdown of revenue streams and cost drivers to demonstrate your financial stability and growth potential.

Explain the initial investment required to launch and operate your airline. Showcase your budget for start-up costs and capital expenditures, providing clarity to potential investors about the financial requirements.

Example: “AirSprint Airways requires an initial investment of $50 million, which will cover aircraft acquisition, staff training, marketing campaigns, and administrative expenses. We are seeking strategic investors who share our vision of transforming air travel and are committed to long-term partnerships.”

Stellar Business Tip: Clearly articulate your funding needs and explain how the investment will be utilized to drive the growth of your airline.

Identify potential risks in the airline industry and outline your risk mitigation strategies. Present contingency plans to assure stakeholders of your preparedness for challenges.

Example: “SkyWings Airlines has conducted a comprehensive risk analysis, identifying potential risks such as fuel price volatility, geopolitical tensions, and regulatory changes. Our risk mitigation strategies include hedging fuel costs, diversifying routes, and maintaining strong relationships with aviation authorities to navigate regulatory changes smoothly.”

Stellar Business Tip: Address potential risks proactively and demonstrate your airline’s ability to adapt to unforeseen circumstances.

Discuss the licensing and certification requirements necessary for operating an airline. Show how your airline will comply with aviation authorities and regulations.

Example: “AviaJet is committed to maintaining the highest standards of safety and compliance with all aviation regulations. We are currently in the process of obtaining an Air Operator’s Certificate (AOC) and expect to launch operations after receiving all necessary approvals from the Civil Aviation Authority.”

Stellar Business Tip: Emphasize your commitment to adhering to all legal and regulatory requirements to gain trust from investors and passengers.

Impact Promote sustainability initiatives and demonstrate your commitment to reducing the airline industry’s environmental impact. Showcase your airline’s dedication to adopting eco-friendly practices.

Example: “EcoFlight Airlines is dedicated to minimizing our carbon footprint and preserving the environment. We are investing in modern, fuel-efficient aircraft, adopting sustainable inflight practices, and exploring alternative fuels to achieve carbon neutrality by 2030.”

Stellar Business Tip: Highlight your airline’s commitment to sustainability, as it aligns with the growing eco-consciousness of travelers.

Creating an airline business plan requires careful planning, extensive research, and a clear vision of your airline’s future. By following this comprehensive guide, you are equipped to build a solid foundation for your airline’s success. Stellar Business Plans is here to provide you with expert guidance and support in crafting an impressive business plan that will impress investors and stakeholders. Together, we can embark on a journey to make your airline a soaring success. Get ready to take flight with Stellar Business Plans!

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Airline Business Plan

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Launching an airline is challenging. Even harder is running it successfully. Starting with a new airline business and progressing to established market players requires ongoing learning and adaptability.

Anyone can start a new business, but you need a detailed business plan when it comes to raising funding, applying for loans, and scaling it like a pro!

Need help writing a business plan for your airline business? You’re at the right place. Our airline business plan template will help you get started.

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Free Business Plan Template

Download our free business plan template now and pave the way to success. Let’s turn your vision into an actionable strategy!

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How to Write An Airline Business Plan?

Writing an airline business plan is a crucial step toward the success of your business. Here are the key steps to consider when writing a business plan:

1. Executive Summary

An executive summary is the first section planned to offer an overview of the entire business plan. However, it is written after the entire business plan is ready and summarizes each section of your plan.

Here are a few key components to include in your executive summary:

Introduce your Business:

Start your executive summary by briefly introducing your business to your readers.

Market Opportunity:

Airline services:.

Highlight the airline services you offer your clients. The USPs and differentiators you offer are always a plus.

Marketing & Sales Strategies:

Financial highlights:, call to action:.

Ensure your executive summary is clear, concise, easy to understand, and jargon-free.

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business plan for aviation

2. Business Overview

The business overview section of your business plan offers detailed information about your company. The details you add will depend on how important they are to your business. Yet, business name, location, business history, and future goals are some of the foundational elements you must consider adding to this section:

Business Description:

Describe your business in this section by providing all the basic information:

Describe what kind of airline company you run and the name of it. You may specialize in one of the following airline businesses:

  • Full-service carriers
  • Low-cost carriers
  • Regional airlines
  • Charter airlines
  • Cargo airlines
  • Describe the legal structure of your airline company, whether it is a sole proprietorship, LLC, partnership, or others.
  • Explain where your business is located and why you selected the place.

Mission Statement:

Business history:.

If you’re an established airline service provider, briefly describe your business history, like—when it was founded, how it evolved over time, etc.

Future Goals

This section should provide a thorough understanding of your business, its history, and its future plans. Keep this section engaging, precise, and to the point.

3. Market Analysis

The market analysis section of your business plan should offer a thorough understanding of the industry with the target market, competitors, and growth opportunities. You should include the following components in this section.

Target market:

Start this section by describing your target market. Define your ideal customer and explain what types of services they prefer. Creating a buyer persona will help you easily define your target market to your readers.

Market size and growth potential:

Describe your market size and growth potential and whether you will target a niche or a much broader market.

Competitive Analysis:

Market trends:.

Analyze emerging trends in the industry, such as technology disruptions, changes in customer behavior or preferences, etc. Explain how your business will cope with all the trends.

Regulatory Environment:

Here are a few tips for writing the market analysis section of your airline business plan:

  • Conduct market research, industry reports, and surveys to gather data.
  • Provide specific and detailed information whenever possible.
  • Illustrate your points with charts and graphs.
  • Write your business plan keeping your target audience in mind.

4. Airline Services

The product and services section should describe the specific services and products that will be offered to customers. To write this section should include the following:

Describe your services:

Mention the airline services your business will offer. This list may include services like,

  • Passenger flight
  • Baggage handling
  • In-flight services
  • Seating options
  • Loyalty programs
  • Special assistance

Quality measures

: This section should explain how you maintain quality standards and consistently provide the highest quality service.

Additional Services

In short, this section of your airline plan must be informative, precise, and client-focused. By providing a clear and compelling description of your offerings, you can help potential investors and readers understand the value of your business.

5. Sales And Marketing Strategies

Writing the sales and marketing strategies section means a list of strategies you will use to attract and retain your clients. Here are some key elements to include in your sales & marketing plan:

Unique Selling Proposition (USP):

Define your business’s USPs depending on the market you serve, the equipment you use, and your unique services. Identifying USPs will help you plan your marketing strategies.

Pricing Strategy:

Marketing strategies:, sales strategies:, customer retention:.

Overall, this section of your airline company business plan should focus on customer acquisition and retention.

Have a specific, realistic, and data-driven approach while planning sales and marketing strategies for your airline business, and be prepared to adapt or make strategic changes in your strategies based on feedback and results.

6. Operations Plan

The operations plan section of your business plan should outline the processes and procedures involved in your business operations, such as staffing requirements and operational processes. Here are a few components to add to your operations plan:

Staffing & Training:

Operational process:, equipment & software:.

Include the list of equipment and software required for the airline, such as aircraft, baggage handling systems, flight operations systems, revenue management systems, etc.

Adding these components to your operations plan will help you lay out your business operations, which will eventually help you manage your business effectively.

7. Management Team

The management team section provides an overview of your airline business’s management team. This section should provide a detailed description of each manager’s experience and qualifications, as well as their responsibilities and roles.

Founders/CEO:

Key managers:.

Introduce your management and key members of your team, and explain their roles and responsibilities.

Organizational structure:

Compensation plan:, advisors/consultants:.

Mentioning advisors or consultants in your business plans adds credibility to your business idea.

This section should describe the key personnel for your airline business, highlighting how you have the perfect team to succeed.

8. Financial Plan

Your financial plan section should summarize your business’s financial projections for the first few years. Here are some key elements to include in your financial plan:

Profit & loss statement:

Cash flow statement:, balance sheet:, break-even point:.

Determine and mention your business’s break-even point—the point at which your business costs and revenue will be equal.

Financing Needs:

Be realistic with your financial projections, and make sure you offer relevant information and evidence to support your estimates.

9. Appendix

The appendix section of your plan should include any additional information supporting your business plan’s main content, such as market research, legal documentation, financial statements, and other relevant information.

  • Add a table of contents for the appendix section to help readers easily find specific information or sections.
  • In addition to your financial statements, provide additional financial documents like tax returns, a list of assets within the business, credit history, and more. These statements must be the latest and offer financial projections for at least the first three or five years of business operations.
  • Provide data derived from market research, including stats about the industry, user demographics, and industry trends.
  • Include any legal documents such as permits, licenses, and contracts.
  • Include any additional documentation related to your business plan, such as product brochures, marketing materials, operational procedures, etc.

Use clear headings and labels for each section of the appendix so that readers can easily find the necessary information.

Remember, the appendix section of your airline business plan should only include relevant and important information supporting your plan’s main content.

The Quickest Way to turn a Business Idea into a Business Plan

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This sample airline business plan will provide an idea for writing a successful airline plan, including all the essential components of your business.

After this, if you still need clarification about writing an investment-ready business plan to impress your audience, download our airline business plan pdf .

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Frequently asked questions, why do you need an airline business plan.

A business plan is an essential tool for anyone looking to start or run a successful airline business. It helps to get clarity in your business, secures funding, and identifies potential challenges while starting and growing your business.

Overall, a well-written plan can help you make informed decisions, which can contribute to the long-term success of your airline company.

How to get funding for your airline business?

There are several ways to get funding for your airline business, but self-funding is one of the most efficient and speedy funding options. Other options for funding are:

  • Bank loan – You may apply for a loan in government or private banks.
  • Small Business Administration (SBA) loan – SBA loans and schemes are available at affordable interest rates, so check the eligibility criteria before applying for it.
  • Crowdfunding – The process of supporting a project or business by getting a lot of people to invest in your business, usually online.
  • Angel investors – Getting funds from angel investors is one of the most sought startup options.

Apart from all these options, there are small business grants available, check for the same in your location and you can apply for it.

Where to find business plan writers for your airline business?

There are many business plan writers available, but no one knows your business and ideas better than you, so we recommend you write your airline business plan and outline your vision as you have in your mind.

What is the easiest way to write your airline business plan?

A lot of research is necessary for writing a business plan, but you can write your plan most efficiently with the help of any airline business plan example and edit it as per your need. You can also quickly finish your plan in just a few hours or less with the help of our business plan software .

How do I write a good market analysis in an airline business plan?

Market analysis is one of the key components of your business plan that requires deep research and a thorough understanding of your industry. We can categorize the process of writing a good market analysis section into the following steps:

  • Stating the objective of your market analysis—e.g., investor funding.
  • Industry study—market size, growth potential, market trends, etc.
  • Identifying target market—based on user behavior and demographics.
  • Analyzing direct and indirect competitors.
  • Calculating market share—understanding TAM, SAM, and SOM.
  • Knowing regulations and restrictions
  • Organizing data and writing the first draft.

Writing a marketing analysis section can be overwhelming, but using ChatGPT for market research can make things easier.

About the Author

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Upmetrics is the #1 business planning software that helps entrepreneurs and business owners create investment-ready business plans using AI. We regularly share business planning insights on our blog. Check out the Upmetrics blog for such interesting reads. Read more

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Aviation Marketing: Building the Ultimate Plan for Your Airline

Team CSG –

September 26, 2022

Creating a marketing plan for aviation and airline organizations has never been more crucial than it is today because no industry has overcome more recent setbacks or better understands the power of transformation. The COVID-19 pandemic forever changed the aviation industry as we knew it — grounding countless aircraft, cutting billions in revenue, eliminating more than 200 million jobs and changing consumer behavior virtually overnight. However, with those extraordinary setbacks comes emerging opportunity sparking a new era — one dedicated to efficiency and the environment.

According to recent research by Deloitte & Touche, the Global aerospace and defense industry revenue is expected to continue to recover after a difficult few years and with long-term growth prospects for the industry remaining strong. At this pinnacle point in the airline industry, businesses must get the marketing right to find success in the quickly evolving space.

While creating a marketing plan for aviation brands that gets results isn’t easy, when done correctly, it can elevate organizations to the next level and help them achieve their business goals. As an airline and aviation PR and content marketing agency, Communications Strategy Group (CSG®) uses research-informed aviation marketing strategies and a range of digital marketing tactics that are as pioneering as emerging industry technology to break through the increasingly complex and competitive business landscape. Read on to learn how to create the ultimate aviation and aerospace marketing plan that will take your business to the next level.

What Is an Aviation Marketing Plan?

An aerospace marketing plan aligns with an organization’s overall business plan and aims to reach prospective consumers and turn them into engaged customers and brand supporters. A successful aviation marketing plan covers the four P’s of marketing – product, price, place, and promotion — and revolves around a unique value proposition.

The purpose of an aviation marketing plan is to achieve a winning advantage over competitors by understanding the needs of customers and adjusting the tactics to meet those needs. An operational document that outlines the marketing and advertising strategy to generate leads and reach its target market, an aerospace marketing plan details outreach and PR campaigns and measures their effectiveness. Components of a marketing plan include:

  • Market research to support pricing decisions and new market entries.
  • Messaging that targets specific audience demographics.
  • Platforms for product and service promotion, such as digital, radio and trade magazines.
  • Metrics that measure results and effectiveness.

Aviation Marketing Plan vs Business Plan

The main difference between a business plan and a marketing plan is that the former should inform the latter. A business plan encompasses the entire business — overall strategy, financial plans, target markets, sales goals, products and services, operations, marketing and advertising tactics, etc. A marketing plan, on the other hand, focuses on the marketing strategy that supports the business plan, including target demographics, messaging, programs and campaigns.

When Is the Best Time to Create a Marketing Plan?

The best time to create an aerospace marketing plan is now. For optimal success, marketing strategies and campaigns need to align with an overall marketing plan created to bolster the overall business plan. If your airline marketing strategies aren’t tied to a singular plan, goal and vision, now is the time to create one. It’s also critical to revisit and revise the plan regularly to ensure it continues to align with your organization’s business goals and the evolving industry landscape.

How to Create a Marketing Plan for Your Aviation and Aerospace Business

Ready to leverage a successful marketing plan for your aviation organization? Consider these five steps:

Understand Your Organization’s Business Plan, Mission, Vision and Values

A firm grasp of the organization’s business plan, purpose and goals is the first step to creating a successful marketing plan. This information will always answer the question of why you’re doing what you’re doing.

Identify the Market and Competition

Once you understand the organization internally, it’s time to explore how it stacks up externally. Studying the competition and industry at large is a vital step in creating a marketing plan. Depending on your marketing budget, this step can range from outside market research to a detailed SWOT (strengths, weaknesses, opportunities and threats) analysis of competitors.

Pinpoint Your Target Audience

Next, it’s time to define your customer. Who are they? What do they want? How do they want to communicate? What’s the best way to engage with them? This step can range from pulling demographic information to creating detailed consumer personas.

Outline Your Marketing Goals

Now it’s time to connect the dots between the business plan and how marketing strategies can help achieve the overall goals and objectives. Marketing goals should include clear statements and real metrics, such as increasing sales by 25% or breaking into three new geographic markets next quarter.

Detail Your Marketing Strategy

Once your goals are set, you can outline how you plan to achieve them. Essentially, this step answers what, how, when and where. For example, the organization will increase sales through a comprehensive digital marketing strategy targeted at a new consumer demographic through the following social media channels during a certain period of time.

Define How the Marketing Plan Will Be Evaluated

Lastly, be sure to include how each step of the marketing plan will be measured. Evaluating results and tweaking the marketing plan accordingly is key to long-term success and lasting results.

How to Execute a Marketing Plan for Aviation

Once a marketing plan has been created, it’s time to execute, measure and evaluate it. A thorough marketing plan will include specifics on who, when, where and how the marketing plan will be executed. From there, the marketing and leadership teams should meet consistently to measure results and evaluate the plan to inform future plans and campaigns.

Remember, a marketing plan can and should be adjusted at any point based on metrics results. Campaigns that are performing better than projected can gain more marketing budget, while tactics that aren’t resonating with target audiences can be reworked.

Tips to Keep in Mind When Creating a Marketing Plan for Your Aviation Company

Taking the time to get the marketing plan right — and consistently evaluating it — is vital to moving the needle and standing out in the increasingly competitive aviation industry. Consider this expert advice when creating an aerospace marketing plan:

Listen to Consumers

Searching for the best way to engage with your target audience? Ask them. Consumers — particularly aviation customers — have no shortage of feedback for the brands they want to fly with. Find creative ways to communicate with both supporters and non-supporters of your brand to inform your marketing plan.

Look for a Gap in the Industry

What’s missing in the airline market? Once you identify what consumers want and can’t currency find, your organization can fill the gap.

Plan for Today, with an Eye on the Future

The aviation industry is all about innovation. Through constant evolution, cutting-edge technology and emerging services, airline organizations continue to achieve new heights. Keep future innovation in mind when creating your airline marketing plan.

Partner with an Aviation Marketing Agency with a Proven Track Record

As the aerospace and aviation industries continue to innovate and expand, so too has the need for the players in those industries to have a sophisticated and knowledgeable communications and marketing agency. The right partner in aviation industry marketing can make or break the conversation around a brand and its achievements. At CSG, we believe that the intersection of industry expertise and genuine passion is where meaningful impact happens.

FAQs About Marketing Plan for Aviation

How do you plan a marketing strategy for your airline company.

Airline marketing strategies involve a supreme understanding of the business’ identity, target markets and message opportunities for the industry at large. From there, the marketing strategy should bolster the overall business plan, be measured often and adjusted accordingly.

How can I promote my aviation business?

There is a spectrum of ways to execute airline advertising tactics that help your airline business gain a competitive edge — from strategic social media campaigns , flight perk programs, bolstering loyalty programs and digital marketing strategies.

What is important for marketing an airline business?

Understanding the airline industry and how your organization’s value proposition fits into it is vital to creating successful airline marketing strategies. It’s also important to understand your airline business’s strengths, weaknesses, opportunities and threats.

What are the best marketing strategies for airlines after COVID-19?

The best aviation marketing strategies in a post-COVID-19 world are ones that understand the transformation in consumer behavior. Consumers want to fly with brands that are focused on environmental impact, that are dedicated to safety measures and that are leading the way in innovation. The brands that can communicate those values through content marketing are the ones that will continue to dominate the industry.

Ready to Develop Your Aviation Marketing Strategy with Us?

As the aviation industry continues to emerge from the impacts of COVID-19, it must respond to the industry’s irreversible shifts and devise business and marketing strategies that adapt to new realities. Contact us today if you’re searching for cutting-edge aviation marketing strategies that will move the needle for your company. As an award-winning aerospace and aviation PR and content management company , CSG is experienced in creating unique aerospace marketing plans that help aviation companies soar to new heights.

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How to Write a Startup Airline Business Plan

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With more than $20 million in collective revenue each year, the U.S. airline industry is lucrative. Though lucrative, the airline industry has seen several fluctuations over the years, such as economic downfalls and air space issues that have affected industry achievements and profit. To ensure a productive and successful startup and maintain a positive existence in this demanding industry, your airline business will require a business plan.

Create a general business description of your business. Include the address and contact information for your airline’s headquarters. List the names and contact information for each of the airline’s owners and briefly describe each owner’s professional experience. Identify the legal structure of your airline, such as partnership or corporation, and outline the short- and long-term company objectives. Explain if your airline will handle private passenger flights, commercial flights or both. List your airline’s professional business relationships, such as the company attorney, insurance agent and accountant. Include the addresses and contact information for each professional.

Complete a marketing analysis for your airline. Include forecasts for your target market’s air travel, as well as information on the market’s demographic and income statistics. Complete a competitive analysis of the airline’s strongest competitor’s. Include fare comparisons, competition by airline route and schedules. Complete a SWOT analysis to identify your airline’s strengths and weaknesses. Provide information on your airplane capacities, maintenance costs, fuel efficiency and reliability. Create a list of ticket prices for your airline and categorize them by class, such as economy and business.

Develop a list of employees that your airline will require to maintain efficient operations. Categorize the employees by department, such as airline operations, customer service, maintenance and ground crew, and develop an organizational chart for easy reference. Create a detailed job description for each position and include the costs of each position, such as costs for salaries, benefits and training costs.

Provide information on your airline’s operations and location. List the fixtures, furniture and equipment that your airline will need to operate, including planes, lobby seating, airline ramps and computers. Identify the costs that are affiliated with the airline, such as utilities, taxes, certification and licensing requirements. Determine if your airline will purchase, rent or lease its equipment and include the costs for each item.

Create a risks and mitigation plan for your airline business. List the external risks of your business and identify the strategies your airline will use to neutralize those risks. Address safety, weather, terrorism, economic fluctuations and fuel costs.

Develop your airline’s implementation schedule. Define the process that your airline will follow to launch and grow the business. Categorize the phases as 0 to 12 months, 12 to 18 months and three to five years. Include your strategies for funding, aircraft sourcing, staffing, facilities, certification and flight operations.

Complete a personal financial statement for each of the airline’s owners. Include a balance sheet, income statement and cash flow statement for the airline business. Provide accurate figures and make realistic assumptions, when necessary, that are based upon your marketing analysis.

Create an appendix for your airline business plan. Provide any documents that support and prove the information within the business plan. Include documents such as taxes, bank statements, aircraft certification, facility purchase contracts, job descriptions, organizational charts and insurance policies.

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Writing professionally since 2004, Charmayne Smith focuses on corporate materials such as training manuals, business plans, grant applications and technical manuals. Smith's articles have appeared in the "Houston Chronicle" and on various websites, drawing on her extensive experience in corporate management and property/casualty insurance.

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National Academies Press: OpenBook

Guidebook for Developing General Aviation Airport Business Plans (2012)

Chapter: chapter 10 - aviation products, services, and facilities.

Below is the uncorrected machine-read text of this chapter, intended to provide our own search engines and external engines with highly rich, chapter-representative searchable text of each book. Because it is UNCORRECTED material, please consider the following text as a useful but insufficient proxy for the authoritative book pages.

123 CHAPTER 10 AVIATION PRODUCTS, SERVICES, AND FACILITIES 10.1 Introduction 10.2 Market 10.3 Organization 10.4 Operations 10.5 Marketing 10.6 Financial 10.7 Wrap-Up 10.1 INTRODUCTION The range, level, and quality of aviation products, services, and facilities being provided at a general aviation airport can play a key role in achieving the goals established for the airport. Once demand for aviation products, services, and facilities has been ascertained through the market assessment process, a determination needs to be made about who—or what entity—is best suited to meet the demand and how—in what manner—demand is going to be met. During the economic downturn, the airport did not perform well from a financial standpoint. Although airport management and staff worked hard to hold the line on expenses, revenues declined and the operating subsidy increased. The airport’s FBO struggled too. The airport manager knew that the FBO’s revenues, especially relating to line, fueling, and location-based services, had declined significantly during the prolonged downturn. The FBO owner had been talking about selling the business, but nobody seemed interested in buying it. The airport manager’s fear that the “perfect storm” might be too much for the airport’s marginally profitable FBO came true when the FBO owner advised the airport manager that the FBO would not renew its lease agreement at the end of the year. The airport manager realized that, as part of the airport business planning process, the demand for aviation products, services, and facilities would need to be assessed; the options for meeting the demand would need to be evaluated; and, the most appropriate way to meet the demand would need to be identified. The airport manager knew that the alternative, having no FBO at the airport, would not be a viable option.

124 Guidebook for Developing General Aviation Airport Business Plans Aircraft Passengers and Crew Facilities Make service your first priority, not success, and success will follow. Anonymous Only those portions of this chapter relevant to achieving the goals established for the airport need to be consulted. When examining the relevant areas, the planning team should look for opportunities to develop objectives that will help achieve the goals. Each goal can have multiple objectives. Figure 10-1 identifies some of the most common aviation products, services, and facilities being provided at general aviation airports today. Figure 10-1: Aviation Products, Services, and Facilities 10.2 MARKET Regardless of the entity meeting demand, an assessment of the key assets, amenities, and attributes of the airport and the community and an analysis of the industry and the market is essential, as discussed in Chapter 6. By way of the market assessment process, the level of demand in the market can be ascertained and compared to the capacity at the airport to identify any deficiencies. The availability of aviation fuels is one of the key factors driving the decision of based or transient aircraft operators to select one airport over another. By providing aviation fuels, aviation businesses can generate revenue through fuel sales, and airport sponsors can recover costs through fees (if charged) which helps maximize financial self-sufficiency. Guidance and parking Ground services and handling o Towing o Ground power o Deicing o Lavatory o Potable water Aircraft cleaning o Cabin o Exterior washing and detailing Fuel o Jet, avgas, and mogas Lubricants o Piston and turbine Technical services o Airframe and powerplant o Avionics and instruments o Paint and interior Loading and unloading Baggage handling Catering Pilot supplies Ground transportation arrangements o Shuttle service o Crew cars o Rental cars o Limousines Concierge reservations o Hotel/motel o Restaurant o Entertainment Flight services o Flight training o Aircraft rental o Aircraft charter o Aircraft management General aviation terminal buildings Aircraft parking (ramp) Aircraft hangars Office Shop Storage Vehicle parking

Aviation Products, Services, and Facilities 125 For airport sponsors who have decided to provide aviation products, services, and facilities directly to customers, the market needs to be examined much more closely. Although many of the same areas identified in Chapter 6: Airport and Market need to be studied, a more detailed analysis is required. This would include (1) examining the range, level, and quality of products, services, and facilities being provided by airport sponsors and private entities in the industry, at comparable and competitive airports, and at the subject airport; and (2) identifying the key assets (e.g., vehicles, equipment, tools, and materials) and the key resources (e.g., time, people, and funding) that will be required to provide each product, service, and facility. 10.3 ORGANIZATION Aviation products, services, and facilities can be provided at a general aviation airport in the following three ways: (1) by a private entity using the private entity’s assets and resources and operating under a lease agreement or operating permit with the airport sponsor; (2) by a private entity using the airport sponsor’s assets and the private entity’s resources operating under a management agreement with the airport sponsor; and (3) by the airport sponsor using its own assets and resources. This section defines each approach and discusses the actual and perceived advantages and disadvantages of each approach from an airport sponsor and customer perspective. Although the entity (private enterprise or airport sponsor) providing products, services, and facilities at a general aviation airport varies from one airport to the next, many believe that the private sector is best suited for engaging in these activities. Private entities, generally, have the qualifications, experience, and ability to offer a wider range, superior level, and higher quality of products, services, and facilities. However, at some general aviation airports, based on the level of demand in the market and the amount of investment required, a private entity may not be able to generate a reasonable financial return. In such situations, the airport sponsor may need to provide, or facilitate the provision of, certain products, services, or facilities to customers. Regardless of the situation at the airport, within the market, or in the industry, the Airport Sponsor Assurances give airport sponsors the ability to exercise a proprietary exclusive right to engage in commercial aeronautical activities and exclude others from doing so. Although, in such cases, the airport sponsor needs to meet the same requirements imposed on private entities and, most important, the airport sponsor needs to use its own assets and resources to do so. In essence, an airport sponsor exercising a proprietary exclusive right must provide aviation products, services, and facilities directly—not indirectly or under contract with a third party. An airport sponsor can provide aviation products, services, and facilities on a non-exclusive basis as well. In such a case, the airport sponsor would still need to meet the same requirements imposed on private entities, but would not be required to use its own assets and resources. The survey of general aviation airports conducted for the development of this Guidebook revealed that airport sponsors provide aviation products, services, or facilities at approximately one-third of public-use general aviation airports. Most of these airports are smaller general aviation airports that provide limited products, services, or facilities (aircraft parking and self-serve avgas only—in many cases) and many of these airports may not be able to support private-sector investment. At most of the larger general aviation airports serving the business segment of the market, aviation products, services, and facilities are typically provided by private entities.

126 Guidebook for Developing General Aviation Airport Business Plans Ultimately and consistent with best practices, the market should dictate the most appropriate means for providing aviation products, services, and facilities at an airport. To ascertain the interest, qualifications, experience, and capabilities of private entities to engage in commercial aeronautical activities at an airport, an RFQ/RFP can be issued by the airport sponsor, as discussed in Chapter 6. However, if a qualified, experienced, and capable private entity has already expressed interest in providing products, services, and facilities, the airport sponsor may forego the RFQ/RFP process and negotiate directly with the entity. The advantages and disadvantages of each of the three primary approaches depend on the situation or circumstances that exist at the airport, within the market, or in the industry. PRIVATE ENTITY—LEASE AGREEMENT OR OPERATING PERMIT Under the private entity–lease agreement/operating permit approach, the airport sponsor allows a private entity to lease land or improvements or receive a permit to provide specific aviation products, services, or facilities at the airport. The private entity’s employees operate and manage all aspects of the provision of products, services, and/or facilities using the private entity’s assets and resources. Under this option, the private entity may (1) lease land only from the airport sponsor and make improvements (e.g., general aviation terminal buildings, hangars, office, shop, and ramp) to the land; (2) lease land and certain improvements and make additional improvements; or (3) lease land and all associated improvements. The potential advantages and disadvantages from the airport sponsor and customer perspective are presented in Table 10-1.

Aviation Products, Services, and Facilities 127 Table 10-1: Advantages and Disadvantages to the Airport Sponsor and Customers from a Private Entity — Lease Agreement or Operating Permit Airport Customers A dv an ta ge s The airport sponsor would not have the capital costs or operating expenses associated with providing products, services, and facilities unless the airport sponsor made the associated improvements from which the products, services, and facilities are provided. The airport sponsor’s airport-related revenue (land and/or improvement rents) would increase. The airport sponsor’s airport-related revenue (fees) may or may not increase, depending on the airport’s fee schedule. The airport sponsor would have limited exposure or risk associated with the provision of products, services, and facilities because it would be transferred to the private entity. The range, level, and quality of products, services, and facilities available at the airport would likely be higher, depending on the amount of private capital available. Customers may be less concerned about “free market” competition since the airport sponsor cannot grant an exclusive right to a private entity under the Airport Sponsor Assurances. Customers may become more aware of the range, level, and quality of products, services, and facilities available at the airport, depending on the private entity’s marketing program. Customers may be less concerned about the qualifications, experience, and abilities of the private entity’s staff. D is ad va nt ag es The airport sponsor has only minimal, indirect control over the range, level, and quality of products, services, and facilities provided and associated pricing. The airport sponsor’s net proceeds relating to the provision of products, services, and facilities would decrease. The range, level, and quality of products, services, and facilities provided would be dependent on the ability of the airport sponsor to attract and retain a private entity and on the qualifications, experience, and abilities of that entity. Customers may or may not pay higher prices, depending on the pricing orientation of the private entity. Airport Customers

128 Guidebook for Developing General Aviation Airport Business Plans AIRPORT SPONSOR—PRIVATE ENTITY MANAGEMENT AGREEMENT Under the airport sponsor—private entity management agreement approach, the airport sponsor owns the assets (e.g., vehicles, equipment, tools, and facilities) used to provide the aviation products and services. The private entity’s employees operate and manage all aspects of providing aviation products and services using the airport sponsor’s assets under a management agreement with the airport sponsor. The potential advantages and disadvantages from the airport sponsor and customer perspective are presented in Table 10-2. Table 10-2: Advantages and Disadvantages to the Airport Sponsor and Customers from an Airport Sponsor—Private Entity Management Agreement Di sa dv an ta ge s • The airport sponsor’s net proceeds from the provision of products, services, and facilities may decrease, depending on the structure of the management agreement and the performance of the contractor. • The airport sponsor may be required to provide capital for purchasing vehicles and equipment, making improvements, or developing facilities. • The airport sponsor has to rely on a third party to operate and manage all aspects associated with the range, level, and quality of products, services, and facilities provided and establish pricing. • • • The airport sponsor would be required to entertain interest from third parties who may want to operate a competitive FBO or SASO since the sponsor cannot exercise its proprietary exclusive right. Customers may still be concerned about a lack of “free market” competition, even though the airport sponsor would not be able to exercise its proprietary exclusive right under this type of arrangement. The range, level, and quality of infrastructure, improvements, assets, or amenities associated with providing products, services, and facilities may not meet the needs of customers, depending on the amount of public capital available. • Customers may or may not pay higher prices, depending on the pricing orientation of the airport sponsor and the private entity, the structure of the management agreement, or the performance of the private entity. Airport Customers Ad va nt ag es • The airport sponsor would retain ownership of the assets associated with providing products, services, and facilities. • The airport sponsor’s capital costs and operating expenses associated with the provision of products, services, and facilities would decrease, depending on the structure of the management agreement. • The airport sponsor would have less liability exposure and less risk, depending on the qualifications, experience, and abilities of the private entity and the terms and conditions of the agreement. • Customers may be more aware of the range, level, and quality of products, services, and facilities available at the airport, depending on the private entity’s marketing programs. • Customers may be less concerned about the qualifications, experience, and abilities of the private entity’s staff. • Some range, level, and quality of products, services, and facilities will be available at the airport. This is especially important if the airport sponsor could not attract and retain a private entity under the lease agreement approach. Airport Customers

Aviation Products, Services, and Facilities 129 AIRPORT SPONSOR MANAGEMENT ARRANGEMENT Under this approach, the airport sponsor provides, on an exclusive or non-exclusive basis, aviation products, services, or facilities at the airport using the airport sponsor’s assets and resources. The potential advantages and disadvantages from the airport sponsor and customer perspective are presented in Table 10-3. Table 10-3: Advantages and Disadvantages to the Airport Sponsor and Customers from an Airport Sponsor Management Arrangement D is ad va nt ag es The airport sponsor is responsible for resolving any issues, challenges, or problems relating to the range, level, and quality of products, services, and facilities provided and associated pricing. The airport sponsor has greater liability exposure and more risk. The airport sponsor’s capital costs and operating expenses are higher. To be successful, the airport sponsor has to attract and retain management and staff with the qualifications, experience, and abilities required to properly provide the range, level, and quality of products, services, and facilities desired by customers. Customers may be concerned about “free market” competition based on the airport sponsor’s ability to exercise its proprietary exclusive right to be the sole provider of products, services, and facilities at the airport. Customers may be concerned that the airport sponsor has not given the private sector the opportunity to engage in the provision of products, services, and facilities at the airport. Customers may be concerned about the ability of the airport sponsor to provide the range, level, and quality of products, services, and facilities expected. Customers may be concerned about the qualifications, experience, and abilities of the airport sponsor’s staff. Airport Customers A dv an ta ge s The airport sponsor has full control over all aspects of the type, range, level, and quality of products, services, and facilities provided and associated pricing. The airport sponsor has direct influence on activity levels at the airport as well as on product, service, and facility revenues. The net proceeds generated through the provision of products, services, and facilities are realized directly by the airport sponsor. There are inherent synergies of operating and managing the airport and providing products, services, and facilities which result in lower overall costs or expenses. Customers can be assured that some range, level, and quality of products, services, and facilities will be available at the airport. This is especially important if the airport sponsor could not attract and retain a private entity to provide products, services, and facilities. Customers may or may not pay lower prices, depending on the customer service and pricing orientation of the airport sponsor. Customers have a public forum to raise concerns about the type, range, level, and quality of products, services, and facilities provided and associated pricing. Airport Customers

130 Guidebook for Developing General Aviation Airport Business Plans 10.4 OPERATIONS If the airport sponsor has chosen to provide aviation products, services, or facilities using the airport sponsor’s assets and resources, this decision will have a significant effect on the airport business plan. Each product, service, and facility will need to be thoroughly investigated and specific goals, objectives, and action plans will need to be incorporated into the airport business plan. From an operational standpoint, the following areas should be considered by the planning team if an airport sponsor has decided to engage in these activities directly. STAFF The type, number, qualifications, experience, and abilities of employees will be directly related to the range, level, and quality of products, services, and facilities provided. If relevant, reasonable, and appropriate, airport staff could be cross trained to provide products, services, and facilities. Specialized training programs would need to be implemented as well. While there are a number of industry resources available in this area, many product, service, and facility providers use a combination of in-house and third-party training materials. EQUIPMENT Depending on the products, services, and facilities provided, the airport sponsor may need to procure, maintain, and repair a wide variety of specialized vehicles and equipment, including fueling vehicles, towing vehicles, towbars, towheads, ground power units, lavatory carts, potable water carts, oxygen and nitrogen carts, cabin service carts, emergency response carts, ramp vehicles, courtesy vehicles, crew vehicles, utility vehicles, preheat units, deicing units, compressed air units, and more. INSURANCE For any product, service, or facility provided by the airport sponsor, a risk assessment should be performed and relevant, reasonable, and appropriate insurance coverages and policy limits should be secured with consideration given to premiums, deductibles, exclusions, and other factors. Examples of insurance coverage that airport sponsors may need to secure when providing products, services, and facilities follow: • • Additional information on airport insurance is provided in Chapter 8. STANDARD OPERATING PROCEDURES When providing products, services, and facilities, various standard operating procedures (SOPs) need to be considered, including (1) aircraft fueling and location-based services; (2) aircraft, vehicle, and equipment operations; (3) safety, security, and quality control and associated checks, inspections, and reporting; (4) passenger and crew services; (5) hazardous materials and waste handling; and (6) processing payments at the point of sale, reconciling sales and inventories, collecting and paying taxes, and maintaining financial controls. Completed products and operations—includes coverage relating to the sale of aviation products and services to the public. Hangar keepers—includes coverage relating to property damage for all non-owned aircraft under the care, custody, and control of the airport sponsor.

Aviation Products, Services, and Facilities 131 If providing fueling services, the method of fueling (self-serve fueling stations, fueling vehicles, or a combination thereof) needs to be determined and airport management and staff are required to understand every aspect of fueling, including (1) ordering, maintaining, and reconciling fuel inventories; (2) receiving fuel into storage; (3) storing and handling fuel, including transferring fuel from storage into fueling vehicles and aircraft fueling; (4) fuel quality assurance; (5) vehicle, equipment, and facility maintenance and repair; and (6) record keeping. If providing location-based services (including aircraft line services, parking, and hangars), airport management needs to have an intimate understanding of all aspects of these functions as well. While the initiatives used to market these activities may overlap with some of the initiatives for the airport, several unique approaches need to be considered by the planning team in promoting the aviation products, services, and facilities provided by the airport sponsor. Most important, industry directories convey essential information about the airport and the products, services, and facilities being provided to customers in print or online formats. Additionally, there are organizations that negotiate contract fuel prices with aviation fuel providers and FBOs on behalf of aircraft owners and operators. Consideration should be given to identifying the contract fueling program preferred by the customers using the airport and negotiating a contract price for fueling services that will improve the financial performance and position of the airport sponsor. For those airport sponsors providing aviation products, services, and facilities, a separate financial department should be established to record, track, and report the financial performance and position of the department. If possible, the department should be established as an independent legal entity to help protect the airport sponsor from a liability standpoint as sovereign immunity may not extend to proprietary endeavors. In addition, the department should be treated as an independent lessee of the airport. Appropriate market rents should be charged for the land and improvements being occupied or used by the department and appropriate cost recovery fees should be charged based on the department’s activities at the airport. This best-practices approach will provide the framework for establishing the department’s pricing for products, services, and facilities and for accurately recording, tracking, and reporting the department’s financial performance and position. A Statement of Financial Activities, discussed in Chapter 11, can be used for an aviation products, services, and facilities department. A worksheet is provided at the end of Chapter 11 and in Part 4 of the digital files. 10.7 WRAP-UP This chapter identified some of the most common aviation products, services, and facilities being provided at general aviation airports today; discussed the importance of ascertaining the level of demand in the market and capacity at the airport; and outlined the various approaches—and the actual and perceived advantages and disadvantages of each approach—for meeting the needs of customers. This chapter also examined some key operational, marketing, and financial considerations that can be helpful for developing objectives if an airport sponsor chooses to provide aviation products, services, or facilities directly to customers. 10.5 MARKETING 10.6 FINANCIAL

TRB’s Airport Cooperative Research Program (ACRP) Report 77: Guidebook for Developing General Aviation Airport Business Plans is designed to help airports develop and implement an airport business plan and maximize financial self-sufficiency.

The guidebook identifies the role, value, and the compelling reasons for having an airport business plan as it applies to all sizes of airports; highlights the elements of an airport business plan; and addresses each step of the development and implementation process.

The print version of the report includes a CD-ROM, which provides the option of learning the material by watching a series of presentations. The CD-ROM also provides worksheets that may be helpful in gathering the information necessary for developing and implementing an airport business plan.

The CD-ROM is also available for download from TRB’s website as an ISO image. Links to the ISO image and instructions for burning a CD-ROM from an ISO image are provided below.

Help on Burning an .ISO CD-ROM Image

Download the .ISO CD-ROM Image

Note: It has been reported that some users of the CD-ROM have been asked for a password when attempting to open the spreadsheet. If you encounter this problem, the password to use is 6825510.

CD-ROM Disclaimer - This software is offered as is, without warranty or promise of support of any kind either expressed or implied. Under no circumstance will the National Academy of Sciences or the Transportation Research Board (collectively "TRB") be liable for any loss or damage caused by the installation or operation of this product. TRB makes no representation or warranty of any kind, expressed or implied, in fact or in law, including without limitation, the warranty of merchantability or the warranty of fitness for a particular purpose, and shall not in any case be liable for any consequential or special damages.

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AVS FY 2023 Business Plan

Four Steps to Strategic Planning for Business Aviation Flight Departments

business plan for aviation

A business aviation strategic plan lays out where a flight department is going over the next visible time frame– probably not more than three years in today's frenetic environment.

And while many flight department leaders have not yet introduced strategic planning into their routines, those who have, realized tremendous benefits.

If a Director of Aviation doesn't know where his or her department is going, the organization will merely drift. The analogous situation is a 'boat without a rudder.' Further, without a plan, the flight department will constantly be in a reactionary state, which means you are constantly behind and having to play catch-up.

Having a well thought-out and fully aligned strategic plan will result in your organization being in a perpetual state of anticipation, which is a far less stressful and infinitely more efficient position—both short- and long-term.

Let's take a look at the four initial steps involved in creating a strategic plan:

1.  Identify key stakeholders.

Business aviation is a service business commonly within a larger host organization which will probably mean that the host organization's overall strategic plan is your 'North Star.'

The business aviation strategic plan must be totally aligned with the direction and culture of the company's, meaning that your Aviation Reporting Executive must be intimately involved. And, since your flight department is ultimately accountable for delivering results, your functional group leaders must also be intimately involved and should have representation: administration, maintenance, flight operations, in-flight services, scheduling and dispatch.

2.  Ask the right questions.

Don't worry about asking a wrong question.  Be aggressive in asking the relevant questions relating to the content of your plan. These can include:

  • Where is the host enterprise going and why?
  • What is the appropriate time horizon for our focus?
  • How does the host enterprise define the ways we create value for them?
  • What are the fundamental changes that are likely to take place during the planning horizon?

3.  Collaborate with your team.

Introduce collaborative and interactive work sessions in areas with which team members may have had little exposure and try to move them out of their 'comfort zone.'

Ensure they are working shoulder-to-shoulder with the Aviation Reporting Executive in the parent company, which provides them with great visibility and exposure for this initiative.

At the beginning, you will also need to 'know' your customer and each of their 'satisfaction drivers'. After all, you cannot build a strategy and select effective tactics without this knowledge in a quantified form. This can't be hazy or vague; it must be crisply and lucidly defined.

Remember, a team without a plan is always bordering on chaos. If there's no plan, there's no focus. Distraction becomes normal and desired performance is unknown without a collaborative plan in place!

4. Develop performance metrics.

Metrics will let you know if your plan is in fact working and where changes need to be made. Understand your 'desired future position' along with the milestone assessment points along the way. The performance metrics will relate directly to the set of tactics you have chosen in order to reach the strategic objectives.

Hitting Pay Dirt!

In a relatively short time, you will start to see the benefits of a successfully implemented strategic plan, most notably in employee morale.

With a plan in place, the flight department will always know where it stands, both in absolute and relative terms. Staff will know where they are going and the path to achieve the objectives. To reinforce the point I made earlier, anticipation and preparedness are so much more powerful and effective than constantly being in a reactionary mode.

The Chinese warrior and philosopher Sun Tzu once wrote that "failing to plan is planning to fail" and this is so very true.

With a strategic plan in place, an organization's execution is nearly always prepared. You will operate faster, have crisper/more focused execution, require less motion, use fewer resources than in a reactionary mode and realize far less stress over the course of your workday!

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ProfitableVenture

Private Jet Charter Business Plan [Sample Template]

By: Author Solomon O'Chucks

Home » Business Plans » Transportation Sector

Private Jet Charter Business

A private jet charter business is a company that provides private air transportation services to individuals, companies, and organizations.

Instead of owning and operating their own private jets, clients can rent or charter an aircraft for their travel needs, either on a one-time basis or through ongoing agreements. Private jet charter businesses cater to a range of clients, including corporate executives, high-net-worth individuals, celebrities, sports teams, and government officials.

They provide an alternative mode of air travel that prioritizes flexibility, luxury, and convenience, making it an attractive option for those who can afford the premium service.

Available statistics show that in 2022, the global air charter services market was valued at US$ 30.3 billion, which is around 6% of the global airline industry. The global business jet market is projected to grow from $29.03 billion in 2022 to $38.34 billion in 2029, at a CAGR of 4.06% in the forecast period, 2022-2029.

Steps on How to Write a Private Jet Charter Business Plan

Executive summary.

Breeze® Private Jet Charter Company, Inc. is a premium air travel service provider based in San Francisco, California. Our company offers exclusive and personalized private jet charter solutions to discerning clients seeking unparalleled comfort, convenience, and efficiency in air travel.

With a commitment to exceptional service and a well-maintained fleet of luxury aircraft, Breeze® aims to redefine private jet travel in the San Francisco Bay Area and beyond.

San Francisco serves as a major business and technology hub, providing Breeze® with easy access to a large base of potential clients, including tech executives, venture capitalists, and entertainment industry figures. Our team of dedicated professionals ensures that every aspect of the client’s journey is seamless, from booking to disembarkation.

Safety is at the core of our operations. We adhere to rigorous safety protocols and collaborate with experienced and reputable operators to ensure the highest safety standards.

Company Profile

A. our products and services.

Breeze® Private Jet Charter Company specializes in delivering a seamless and luxurious air travel experience. Our services include:

  • Private Jet Charter : We offer access to a diverse fleet of state-of-the-art private jets, ranging from light to ultra-long-range aircraft, ensuring our clients can select the ideal option to meet their travel needs.
  • Personalized Itineraries : Breeze® caters to the unique preferences and schedules of our clients, providing flexible departure times and a broad range of destinations.
  • Premium In-Flight Experience : Our focus on luxury extends beyond the aircraft itself. With attentive and professional crew members, well-appointed interiors, and customized amenities, we create a first-class ambiance throughout the journey.
  • Confidentiality and Security : Breeze® prioritizes client privacy and security, providing a secure and discreet environment for confidential business discussions or personal travel.

b. Nature of the Business

Our private jet charter company will operate with a business-to-consumer and business-to-business model.

c. The Industry

Breeze® Private Jet Charter Company, Inc. will operate in the transportation industry (specifically within the aviation or airline industry).

d. Mission Statement

At Breeze® Private Jet Charter Company, Inc., our mission is to elevate the art of travel by providing exceptional, personalized, and seamless private jet charter services. We are dedicated to delivering a luxurious and exclusive air travel experience that exceeds the expectations of our discerning clients.

With a focus on safety, efficiency, and unparalleled customer service, we aim to redefine private jet travel and set new standards in the industry.

e. Vision Statement

Our vision at Breeze® Private Jet Charter Company, Inc. is to become the leading provider of private jet charter services in the San Francisco Bay Area and beyond. We strive to be recognized for our unwavering commitment to delivering the utmost in luxury, convenience, and safety.

By continuously innovating our services, investing in a top-tier fleet of aircraft, and fostering a culture of excellence, we aspire to be the preferred choice for high-profile individuals, corporate executives, and sophisticated travelers seeking a truly exceptional air travel experience.

f. Our Tagline (Slogan)

Breeze® Private Jet Charter Company, Inc. – “ A Symbol of Distinction and Prestige in the Private Aviation Industry”

g. Legal Structure of the Business (LLC, C Corp, S Corp, LLP)

Breeze® Private Jet Charter Company, Inc. will be formed as a Limited Liability Company (LLC).

h. Our Organizational Structure

  • Chief Executive Officer (President)
  • Logistics and Operations Manager
  • Human Resources and Amin Manager
  • Maintenance Engineer
  • Carbin Crew
  • Sales and Marketing Manager
  • Accountants (Cashiers)
  • Customer Services Executive/Front Desk Officer

i. Ownership/Shareholder Structure and Board Members

  • Sean Campbell (Owner and Chairman/Chief Executive Officer) 52 Percent Shares
  • Richard Allen (Board Member) 18 Percent Shares
  • David Trump (Board Member) 10 Percent Shares
  • Albert Connolly (Board Member) 10 Percent Shares
  • Yvonne Jayden (Board Member and Secretary) 10 Percent Shares.

SWOT Analysis

A. strength.

  • Breeze® prides itself on providing top-notch customer service, offering personalized and attentive assistance throughout the entire travel experience, setting the company apart from competitors.
  • The company maintains a diverse fleet of well-maintained, high-end private jets, allowing clients to choose from various options based on their specific needs and preferences.
  • Headquartered in San Francisco, a major business and technology hub, Breeze® has access to a vast pool of potential clients, including high-net-worth individuals, corporate executives, and influential figures from various industries.
  • Safety is a paramount concern for Breeze®. The company adheres to rigorous safety standards and collaborates with reputable operators to ensure the highest levels of safety and security.
  • Breeze® offers highly customized itineraries, catering to individual preferences and schedules, providing an exclusive and tailored travel experience.

b. Weakness

  • Private jet charter operations involve substantial expenses, including aircraft maintenance, crew salaries, and fuel costs, leading to relatively higher prices for clients compared to commercial airlines.
  • As a private jet charter company, Breeze® may have limited reach to less popular or remote destinations, which could restrict its market share in certain areas.

c. Opportunities

  • The increasing demand for exclusive and time-efficient travel options presents an opportunity for Breeze® to attract a broader customer base, including corporate clients, leisure travelers, and high-profile individuals.
  • Breeze® could explore additional services, such as luxury ground transportation, concierge services, or partnerships with premium hotels and resorts, to enhance the overall travel experience and attract more clientele.
  • The success and reputation of Breeze® in the San Francisco Bay Area could be leveraged to expand into other high-potential markets in major cities and regions worldwide.

i. How Big is the Industry?

The airline industry is indeed a big and significant sector in the transportation industry. As a matter of fact, available statistics show that in 2022, the global air charter services market was valued at US$ 30.3 billion, which is around 6% of the global airline industry.

ii. Is the Industry Growing or Declining?

The private aviation industry has experienced significant growth in recent years, with an increasing number of affluent individuals, corporate executives, and high-profile clients seeking a more exclusive and time-efficient way to travel. The global business jet market is projected to grow from $29.03 billion in 2022 to $38.34 billion in 2029, at a CAGR of 4.06% in the forecast period, 2022 – 2029.

As the demand for personalized air travel solutions continues to rise, Breeze® Private Jet Charter Company recognizes a significant opportunity to establish a strong presence in the competitive San Francisco market.

iii. What are the Future Trends in the Industry?

Airlines were expected to prioritize sustainability and environmental responsibility. This included investing in more fuel-efficient aircraft, exploring alternative fuels, and implementing eco-friendly practices to reduce their carbon footprint.

Post the COVID-19 pandemic, health and safety became a top priority. Airlines were anticipated to continue implementing stringent hygiene protocols, touchless check-ins, and enhanced cleaning measures to ensure passenger safety.

The pandemic accelerated the adoption of remote work, leading to potential changes in business travel patterns. Companies might continue to assess the necessity of certain business trips, impacting the demand for corporate travel.

The industry is exploring the use of hybrid and electric-powered aircraft to reduce emissions and fuel consumption, potentially leading to more sustainable aviation. Blockchain is gaining attention in the industry for its potential to streamline processes related to ticketing, baggage handling, and loyalty programs.

iv. Are There Existing Niches in the Industry?

No, there are no existing niches when it comes to private jet charter business.

v. Can You Sell a Franchise of Your Business in the Future?

Breeze® Private Jet Charter Company, Inc. has no plans to sell franchises in the near future.

  • During economic downturns or uncertainties, luxury services like private jet charters may face reduced demand as individuals and businesses cut back on discretionary spending.
  • The private aviation industry is competitive, with both established players and new entrants vying for market share. Breeze® must continually differentiate itself and stay ahead of competitors.
  • The private aviation industry is subject to stringent regulations and safety standards, which can impact operations and increase compliance costs.

i. Who are the Major Competitors?

  • XOJET Aviation
  • Sentient Jet
  • Jet Linx Aviation
  • Magellan Jets
  • Clay Lacy Aviation
  • Solairus Aviation
  • Paramount Business Jets
  • Delta Private Jets
  • Jet Aviation
  • Air Charter Service
  • Priester Aviation
  • Gama Aviation
  • Landmark Aviation.

ii. Is There a Franchise for Private Jet Charter Business?

No, there are no franchise opportunities for private jet charter businesses because of the nature of the business.

iii. Are There Policies, Regulations, or Zoning Laws Affecting Private Jet Charter Business?

Yes, there are various policies, regulations, and zoning laws that affect the private jet charter business in the United States of America. These rules are put in place to ensure safety, fairness, and efficient operations within the aviation industry.

Federal Aviation Administration (FAA) is the primary regulatory body responsible for overseeing civil aviation in the United States. They establish and enforce safety standards for aircraft, pilots, and maintenance procedures. Airlines must comply with these regulations to operate legally and ensure the safety of their operations.

Airport Zoning Laws regulate land use around airports to ensure that developments near airfields do not interfere with flight operations. Zoning laws may restrict the height of buildings, noise levels, and other factors that could affect aircraft safety and efficiency.

Airlines are subject to various environmental regulations aimed at reducing their impact on the environment, including emissions standards, noise restrictions, and fuel efficiency requirements. Federal Aviation Act provides the legal framework for aviation regulation in the U.S., defining the roles and responsibilities of various agencies and entities in the aviation industry.

Marketing Plan

A. who is your target audience.

i. Age Range

The target audience for Breeze® is likely to be primarily composed of affluent individuals and business professionals in the age range of 30 to 65 years. This group is more likely to have the financial means and need for luxury air travel services.

ii. Level of Education

Our target audience consists of individuals with various levels of education, but there may be a higher proportion of college-educated or higher-educated individuals among the clientele due to the association of higher education with higher income levels.

iii. Income Level

Breeze® caters to a high-income demographic, including high-net-worth individuals, corporate executives, entrepreneurs, and professionals from various industries. The income level of the target audience is expected to be in the upper percentile.

iv. Ethnicity: The target audience for Breeze® will be diverse, comprising individuals from various ethnic backgrounds.

v. Language

English is likely to be the primary language of communication and service for Breeze® Private Jet Charter Company, given its location in an English-speaking region.

vi. Geographical Location

As a private jet charter company based in San Francisco, California, the primary geographical target for Breeze® would be the San Francisco Bay Area. However, we may also attract clients from other major cities and regions across the United States and beyond.

vii. Lifestyle

The target audience for Breeze® is likely to be individuals with busy lifestyles, seeking the utmost in convenience, luxury, and efficiency in their travel. These clients may include business executives who need to travel for important meetings, high-profile individuals in the entertainment industry, sports professionals, and affluent leisure travelers seeking exclusive experiences.

b. Advertising and Promotion Strategies

  • Content marketing
  • Deliberately Brand All Our Jets
  • Email marketing
  • Events and sponsorships
  • Pay-per-click (PPC) advertising
  • Referral marketing
  • Search engine optimization (SEO).

i. Traditional Marketing Strategies

  • Broadcast Marketing -Television & Radio Channels.
  • Marketing through Direct Mail.
  • Print Media Marketing – Newspapers & Magazines.
  • Out-of-home (OOH) advertising – Public transit like Buses and Trains, Billboards, Street shows, and Cabs.
  • Leverage direct sales, direct mail (postcards, brochures, letters, fliers), tradeshows, print advertising (magazines, newspapers, coupon books, billboards), referral (also known as word-of-mouth marketing), radio, and television.

ii. Digital Marketing Strategies

  • Affiliate Marketing
  • Content Marketing.
  • Email Marketing.
  • Influencer Marketing.
  • Mobile Marketing.
  • Social Media Marketing Platforms.
  • Search Engine Optimization (SEO) Marketing.

iii. Social Media Marketing Plan

  • Create a personalized experience for our customers.
  • Create an efficient content marketing strategy.
  • Create a community for our target market and potential target market.
  • Create profiles on relevant social media channels.
  • Gear up our profiles with a diverse content strategy.
  • Start using chatbots.
  • Run cross-channel campaigns.
  • Use brand advocates.

c. Pricing Strategy

As a premium private jet charter company, Breeze® Private Jet Charter Company, Inc. employs a pricing strategy that aligns with its positioning as a luxury service provider while ensuring competitive rates in the private aviation industry. The pricing strategy is designed to reflect the high-quality service, personalized experience, and convenience that Breeze® offers to its discerning clientele. Here are some key aspects of Breeze®’s pricing strategy:

  • Dynamic Pricing
  • Bundled Services
  • Loyalty Programs
  • Transparent Pricing
  • Partner and Codeshare Agreements.

Sales and Distribution Plan

A. sales channels.

At Breeze® Private Jet Charter Company, Inc., we employ a multi-channel approach to reach and engage with our customers, ensuring accessibility and convenience throughout the booking and travel process.

Our primary and most popular sales channel is our user-friendly website. We collaborate with travel agencies to expand our reach and cater to customers who prefer using travel agents for their bookings. By partnering with reputable agencies, we extend our sales network and offer our services to a broader audience.

b. Inventory Strategy

At Breeze® Private Jet Charter Company, Inc., our inventory strategy ensures a well-maintained fleet, essential equipment, proactive maintenance, collaborative partnerships, supply chain visibility, a just-in-time approach, and flexibility.

By optimizing resources and adapting to changing customer demands, we provide reliable and timely airline services. While airline typically involves smaller-sized loads and more flexible scheduling, we still require a well-managed inventory strategy to ensure prompt and reliable service.

c. Payment Options for Customers

Here are the payment options that Breeze® Private Jet Charter Company, Inc. will make available to her clients:

  • Apple Pay and Google Wallet
  • Internet banking
  • Credit and debit cards
  • Installment payments
  • Cash on service delivery.

d. Return Policy, Incentives, and Guarantees

Return policy:.

At Breeze® Private Jet Charter Company, Inc., we understand that plans may change, and unforeseen circumstances may arise. To provide our customers with flexibility and peace of mind, we offer a comprehensive and customer-friendly return policy for flight bookings.

Depending on the fare class and the time of cancellation, customers may be eligible for a full refund, a partial refund, or the option to receive travel credits for future use.

Incentives:

Our loyalty program offers various benefits to frequent flyers, such as earning points or miles for each journey that can be redeemed for future flights or other exclusive rewards. Members of our loyalty program receive access to exclusive discounts and promotional offers, providing them with cost-saving opportunities for their travels.

As a token of appreciation, loyal customers may be eligible for complimentary upgrades to higher fare classes and access to priority services such as priority check-in and boarding.

Guarantees:

At Breeze® Private Jet Charter Company, Inc., we take pride in our commitment to providing a reliable and satisfying travel experience for our customers.

e. Customer Support Strategy

Providing exceptional customer support is crucial for the success of our private jet charter company. Here are some customer support strategies that we will adopt:

  • Provide multiple communication channels
  • Offer personalized attention
  • Set clear expectations.
  • Provide timely and safe flight
  • Maintain transparency.
  • Offer value-added services.

Our customer service team is available 24/7 to assist customers with their return requests, ensuring prompt and efficient service.

Operational Plan

  • Maintain a fleet of modern and well-maintained aircraft to ensure safety, efficiency, and passenger comfort.
  • Open to various destinations, considering factors such as demand, seasonality, and connectivity.
  • Optimize flight routes and capacity utilization to maximize operational efficiency and profitability.
  • Comply with all aviation regulations and safety standards set by relevant authorities.
  • Implement rigorous safety protocols and procedures to ensure the highest level of safety for passengers, crew, and aircraft.
  • Conduct regular maintenance checks and inspections to keep the fleet in top condition.

a. What Happens During a Typical Day at a Private Jet Charter Business?

A typical day at a private jet charter business is a well-orchestrated operation involving various departments and personnel working together to ensure smooth flight operations, excellent customer service, and efficient ground handling. Specific activities can vary depending on the size and scope of the airline.

b. Production Process

There is no production process when it comes to private jet charter business.

c. Service Procedure

At Breeze® Private Jet Charter Company, Inc., we pride ourselves on delivering seamless and luxurious services that prioritize our clients’ comfort, convenience, and safety. From the moment our clients express their interest in chartering a private jet to the conclusion of their journey, we ensure a personalized and attentive experience. Here is an overview of the service procedure at Breeze®:

Inquiry and Consultation

Our dedicated customer service representatives engage in a thorough consultation to understand the client’s travel requirements, including the destination, travel dates, number of passengers, and any specific requests or preferences.

Customized Quote and Itinerary

Based on the information gathered during the consultation, Breeze® provides the client with a customized quote that includes the estimated cost of the private jet charter.

Flight Confirmation and Preparations

Once the client confirms the flight, Breeze® coordinates all flight arrangements, including securing the chosen aircraft and crew.

Departure and Boarding

On the day of departure, clients arrive at the designated private terminal or Fixed-Base Operator (FBO) facility, bypassing the hassles of commercial airport terminals.

In-Flight Experience

Our professional crew ensures that client’s needs are catered to, offering fine dining options, beverages, and any other requested services.

Destination Services

Upon arrival at the destination, Breeze® can arrange ground transportation and other concierge services, as requested by the client.

Post-Flight Follow-Up

Breeze® maintains contact with clients after their journey to ensure satisfaction and address any feedback or additional requests.

d. The Supply Chain

The supply chain is not applicable to a private jet charter business.

e. Sources of Income

The primary source of revenue for Breeze® Private Jet Charter Company, Inc. is derived from providing private jet charter services to its clientele.

When clients charter a private jet with Breeze®, they pay for the rental of the aircraft, crew services, fuel, and any additional services they request. The revenue generated from these charter fees forms the core income stream for the company.

Financial Plan

A. amount needed to start your private jet charter company.

Breeze® Private Jet Charter Company, Inc. would need an estimate of $250 million to successfully set up our private jet charter company in the United States of America. Please note that this amount includes the salaries of all our staff for the first month of operation.

b. What are the costs involved?

  • Business Registration Fees – $2,500.
  • Legal expenses for obtaining licenses and permits – $34,300.
  • Marketing, Branding, and Promotions – $25,000.
  • Business Consultant Fee – $50,500.
  • Insurance – $15 million.
  • Rent/Lease – $5 million
  • Operational Cost (salaries of employees, payments of bills et al) – $9 million
  • Equipment and Furnishing – $1 million
  • Jets (leasing agreements) – $200 million
  • Website: $2,500
  • Opening party: $8,000
  • Miscellaneous: $2 million

c. Do You Need to Build a Facility? If YES, How Much will it cost?

Breeze® Private Jet Charter Company, Inc. will not build a new facility for our private jet charter company; we intend to start with a long-term lease and after 5 years, we will start the process of acquiring our own facility.

d. What are the Ongoing Expenses for Running a Private Jet Charter Company?

  • Aircraft Maintenance
  • Employee Salaries and Benefits
  • Airport Fees and Charges for landing, parking, and terminal usage
  • Insurance Premiums
  • Marketing and Advertising
  • Administrative and Overhead Costs (office rentals, utilities, office supplies, accounting, legal services, and other administrative expenses)
  • Costs related to providing in-flight services, such as catering, in-flight entertainment, and amenities
  • Ongoing training programs for pilots, cabin crew, and other personnel
  • Navigation and Air Traffic Control Fees
  • Ongoing expenses for IT infrastructure, reservation systems, and digital platforms
  • Cleaning and Ground Handling
  • Regulatory and Certification Fees

e. What is the Average Salary of your Staff?

  • Chief Executive Officer (President) – $180,000 per year
  • Logistics and Operations Manager: around $85,000 per year
  • Human Resources and ADmin Manager – $70,000 per year
  • Pilot – $120,000 per year
  • Maintenance Engineer – $70,000 per year
  • Cabin Crew – $50,000 per year
  • Sales and Marketing Manager – $45,000 per year
  • Accountants (Cashiers) – $45,000 per year
  • Customer Service Representative: $33,000 per year.

f. How Do You Get Funding to Start a Private Jet Charter Company?

  • Raising money from personal savings and sale of personal stocks and properties
  • Raising money from investors and business partners
  • Sell shares to interested investors
  • Applying for a loan from your bank/banks
  • Pitching your business idea and applying for government funds, and angel investors
  • Source for soft loans from your family members and friends.

Financial Projection

A. how much should you charge for your product/service.

  • Light Jets: These smaller aircraft are suitable for short to medium-haul flights and can accommodate up to 6-8 passengers. Prices typically range from $2,000 to $4,000 per hour of flight.
  • Mid-Size Jets: Mid-size jets offer more cabin space and can accommodate up to 8-9 passengers. Prices for mid-size jets usually range from $3,000 to $5,000 per hour.
  • Super Mid-Size Jets: Super mid-size jets offer enhanced performance and amenities, accommodating up to 9-10 passengers. Prices generally range from $4,000 to $7,000 per hour.
  • Large Cabin Jets: Large cabin jets provide spacious and luxurious interiors, accommodating up to 10-14 passengers. Prices for large-cabin jets typically range from $5,000 to $10,000 per hour.
  • Ultra-Long Range Jets: These aircraft can fly non-stop on intercontinental flights and accommodate up to 12-16 passengers. Prices for ultra-long-range jets may range from $6,000 to $12,000 or more per hour.

b. Sales Forecast?

  • First Fiscal Year (FY1): $20 million
  • Second Fiscal Year (FY2): $36 million
  • Third Fiscal Year (FY3): $40 million

c. Estimated Profit You Will Make a Year?

  • First Fiscal Year (FY1) (Profit After Tax): 2 percent
  • Second Fiscal Year (FY2) (Profit After Tax): 5 percent
  • Third Fiscal Year (FY3) (Profit After Tax): 10 percent

d. Profit Margin of a Private Jet Charter Company 

On average, the profit margin for airlines has been in the range of 2% to 5% in recent years.

Growth Plan

A. how do you intend to grow and expand by opening more retail outlets/offices or selling a franchise.

Breeze® Private Jet Charter Company, Inc. will grow our private jet charter company by opening up new local flight routes in the United States of America and international routes.

b. Where do you intend to expand to and why?

Breeze® Private Jet Charter Company, Inc. plans to expand to:

  • San Francisco, California
  • Seattle, Washington
  • Las Vegas, Nevada
  • Orlando, Florida
  • Atlanta, Georgia
  • Los Angeles, California
  • Chicago, Illinois
  • Dallas/Fort Worth, Texas
  • Denver, Colorado
  • New York City, New York.

The reason we intend to expand to these locations is the fact that available statistics show that the cities listed above have the most thriving private jet charter market (high air traffic) in the United States.

The founder of Breeze® Private Jet Charter Company, Inc. plans to exit the business via merger and acquisition. We intend to merge with an international private jet charter company that has a world spread so that the management of the company can be placed under a trusted hand when the founder retires.

The goal of combining two or more international private jet charter companies on a global scale is to try and achieve synergy – where the whole (the new company) is greater than the sum of its parts (the former two separate entities).

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Business Plan Development

business plan for aviation

“Any start-up should know where it wants to be in the next 10 years and should have a strategic plan of how to get there.”

Business planning is a target which is focusing on an up-to-date based on real-time results, developments & industry trends.

Our team is highly experienced in the field of air taxi set up processing, airline business planning; and towards that aim; we can create business plans for different operators.

We are ready to offer niche strategies to execute your project with critical business decisions within the target time frame.

For new Start-Ups these strategies covers;

  • Project planning & Implementation schedule
  • Air Traffic analysis, Route network and schedule
  • Fleet plan and aircraft selection
  • Budget planning
  • Human Resources planning
  • Aircraft acquisition strategy (lease or buy)
  • Aircraft financing strategy & solutions

All Aviation organisations need credible business plans & strategic decisions for a sustainable road-map. These business plans need to reflect the real infrastructure of the master planning.

Global Jet Market (GJM) is highly experienced in developing business plans, SWOT analysis for all level aviation companies who are aiming to establish start-ups, including airlines, airports, aviation safety organisations etc.

Our consultancy at that stage mostly focuses on:

  • Reviewing market and industry trends & competitors;
  • Analysing business structures (State regulations, management, staffing, operational systems & financing resources)
  • Developing a practical strategy and implementation program for immediate steps.

We have experts in senior management for any kind of organisational requirements and resourcing. In the past we successfully established business plans for various start-up ventures:

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  • Air Ambulance Organizations
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business plan for aviation

Aircraft Maintenance Business Plan Template

Aviation Maintenance Specific Business Plan Template Plus 21 Other Aircraft Maintenance Forms & Templates To Start Your Own Aircraft Maintenance Business!

Aircraft Maintenance Business Plan Template

Here’s a basic template for an aircraft maintenance business plan. Remember to tailor it to your specific business and market:

Executive Summary

Article: aircraft maintenance business plan template.

  • Provide an overview of your aircraft maintenance business.
  • Include key highlights, such as the market opportunity, unique value proposition, and financial projections.

Company Description

  • Explain your company’s mission, vision, and values.
  • Describe the legal structure of your business and its location.
  • Highlight your industry experience and expertise.

Market Analysis

  • Define your target market, including the types of aircraft and customers you will serve.
  • Conduct a thorough analysis of the aircraft maintenance industry, including market size, growth trends, and competition.
  • Identify your unique selling points and competitive advantages.

Services Offered

  • Outline the range of aircraft maintenance services you will provide.
  • Describe any specialized services or certifications you possess.
  • Highlight your approach to quality assurance and safety.

Marketing and Sales Strategy

  • Describe your marketing and advertising strategies to attract customers.
  • Identify your target customer segments and how you will reach them.
  • Detail your pricing strategy and any promotional campaigns.

Operational Plan

  • Explain your facility requirements, including hangar space, equipment, and tools.
  • Outline the staffing needs, including technicians, mechanics, and administrative personnel.
  • Discuss your workflow processes, scheduling, and inventory management

Financial Projections

  • Create a detailed financial forecast, including revenue projections, expenses, and profitability.
  • Outline your startup costs, such as equipment purchases and facility setup.
  • Provide a break-even analysis and projected return on investment (ROI).
  • Introduce your management team and their relevant experience.
  • Describe the organizational structure and responsibilities of key personnel.
  • Discuss any strategic partnerships or collaborations.

Risk Analysis

  • Identify potential risks and challenges in the aircraft maintenance industry.
  • Explain your risk management strategies, such as insurance coverage and contingency plans.
  • Address any regulatory or compliance considerations.
  • Include supporting documents such as licenses, certifications, and permits.
  • Attach any market research data, competitor analysis, or customer surveys.
  • Include resumes of key team members and financial statements if available.

Remember to adapt this template to your specific business needs and seek professional advice when necessary. A business plan is a crucial tool for attracting investors, securing loans, and guiding your business operations. Looking for maintenance customers? Get a Premium Phalanx Aviation listing .

Our Mission

To promote business ownership in the aviation maintenance community, by educating individuals who have a passion for aviation. To help those who want more from there job or career, and most importantly help meet the expanding need for more aircraft maintenance providers in the United States. 

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Aircraft Rental Instruction Business Plan

Start your own aircraft rental instruction business plan

Lansing Aviation

Executive summary executive summary is a brief introduction to your business plan. it describes your business, the problem that it solves, your target market, and financial highlights.">.

Introduction

Lansing Aviation is being formed as a private company offering services to student pilots. Lansing Aviation will offer well-maintained aircraft for individual rental and for flight training. Lansing Aviation will also provide primary and advanced flight instruction through the use of independent flight instructors possessing corporate and airline backgrounds. Lansing Aviation will offer professional aviation consulting for corporate, airline, and individual aviation needs.

The Company

Lansing Aviation, LLC has been created and legally organized as a Michigan Limited Liability Company based in Lansing, Michigan. The principle investors and operators will be responsible for all airplane acquisitions and company decisions.

Lansing Aviation will operate its aircraft out of Capital City Airport (LAN) in Lansing, Michigan. The aircraft records, scheduling, and office will be located at an off-airport location 15 miles north of Capital City Airport.

Lansing Aviation offers services in three primary areas; aircraft rental, flight instruction, and aviation consulting. In order to do so, Lansing Aviation will maintain a Cessna 172 Skyhawk updated with the latest avionics.

Our competitive differences include professionally maintained aircraft, renter/instructor insurance, and our 24-hour scheduling service that will allow greater flexibility of our aircraft flight times.

In the future, Lansing Aviation plans to enhance their aircraft rental position by acquiring complex, high-performance, single and multi-engine aircraft for commercial and airline transport pilot training and rental. We also plan to conduct up-to-the-minute aircraft scheduling through the use of the Internet and an online business website.

The airline pilot shortage has created an immense demand for increased pilot training. The previous aircraft rental company in Lansing ended up needing additional aircraft to meet the increased demands of new students in the area. Mackinac-Great Lakes Airlines Systems is the largest employer in Lansing, with 19,000 employees, and we feel that these employees are aware of the excellent careers held by M-GLAS pilots. We hope this awareness will generate interest in flying. Additionally, many M-GLAS pilots and M-GLAS mechanics fly small airplanes for fun and to transport their families to vacation spots.

There are several students currently flying at Capital City Airport that are unhappy with either the quality of their current instruction or the poorly maintained aircraft they are renting. A flight with our instructors in our well-equipped Cessna 172 Skyhawk will confirm their displeasure with our competition and generate new business for us.

Lansing Aviation will be focusing initially on students interested in obtaining their private pilot certificate. These students will primarily come from word-of-mouth-advertising from our instructors, students, and other contacts at Mackinac-Great Lakes Airlines System (M-GLAS). We will attempt to continue teaching these students through their instrument rating course with us, upon completion of their private pilot package.

Aircraft rental instruction business plan, executive summary chart image

1.1 Objectives

  • Form a Limited Liability Corporation (LLC) for liability protection of personal and company assets.
  • Acquire a Cessna 172 Skyhawk aircraft for rental and flight instruction.
  • Operate the aircraft for at least 50 revenue flight hours per month.
  • Aircraft revenue to exceed hangar, insurance, fuel, maintenance upkeep and loan expenses resulting in a net income/profit.

1.2 Keys to Success

  • A 24-hour aircraft schedule will provide students and renters with better schedule planning.
  • Marketing the aircraft to the 2,100 Mackinac-Great Lakes Airlines System airline pilots, their familes, friends, and neighbors in Lansing to generate more exposure and word-of-mouth advertising resulting in more revenue flights.
  • Preventative aircraft maintenance to eliminate aircraft downtime.
  • Thorough and safe training of students and selective aircraft checkouts for rental customers to insure the aircraft is operated carefully, safely, and respectfully.

1.3 Mission

Lansing Aviation offers an affordable, professionally-maintained aircraft for rental and flight instruction. We will provide a safe and effective learning situation for our students while adhering to safe practice and to applicable federal and state aviation regulations. Lansing Aviation will provide students with an excellent aircraft for flight training and an aircraft to fly upon successful completion of their training.

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Company summary company overview ) is an overview of the most important points about your company—your history, management team, location, mission statement and legal structure.">.

Lansing Aviation is a new company that provides aircraft rental for general aviation enthusiasts, flight instruction, and a dependable aircraft to build flight hours. We will focus on aircraft rental for registered pilots and rental for beginning and advanced flight training. Initially we will be marketing our new business with aircraft specifications which include:

  • Clean, safe, and nice-looking aircraft readily available.
  • Professionally maintained by certified aviation technicians.
  • Continuously updated with leading-edge avionics.

2.1 Company Ownership

2.2 start-up summary.

The start-up costs of Lansing Aviation, LLC include:

  • An aircraft down payment.
  • Office expenses.
  • Down payment on aircraft renter’s and flight instructor’s insurance.
  • Hangar deposit and first month’s rent.
  • Aircraft loan application fees.
  • ADF radio purchase.
  • A small cash reserve.
  • Legal costs.

These are detailed on the following chart and table.

Aircraft rental instruction business plan, company summary chart image

2.3 Company Locations and Facilities

Lansing Aviation will operate its aircraft out of Capital City Airport (LAN) in Lansing, Michigan. The aircraft will be hangared on the airport located just north of the I-96 Expressway and Airport Road exit. Students, renters, and instructors will be given full access to the hangar facilities. The aircraft records, scheduling, and office will be located at an off-airport location 15 miles north of Capital City Airport.

Lansing Aviation will provide students, instructors, and pilots with a well-maintained aircraft for individual rental and instruction. Additionally, we will provide professional and accurate aviation consulting.

3.1 Service Description

  • Aircraft Rental: We will offer a rental aircraft clear of maintenance discrepancies to students, instructors, and individual renters.
  • Flight Instruction: We will provide prospective students with a qualified and professional selection of independent, certified flight instructors capable of helping students obtain their desired flight ratings.
  • Aviation Consulting: We will offer individual advice in the aviation industry including airline, corporate, and military recommendations. Additionally, we will attempt to aid our customers with job leads and references in their desired fields.

3.2 Competitive Comparison

The competitive differences are:

  • Our aircraft will be professionally maintained to the highest standards and regulations. Flying the aircraft with broken, deferred, or damaged components will not be acceptable. Our students, renters, and instructors will not have to fly aircraft that aren’t properly maintained.
  • We will provide renter and instructor insurance for our clients.
  • Our 24-hour paging service will be used for aircraft scheduling and will give us a competitive edge over other aircraft rental and instruction operators that open and close according to a fixed schedule.

3.3 Sales Literature

The company will advertise its rental aircraft and flight instruction position in the Mackinac-Great Lakes Airlines System airlines pilot union newspaper, the “ALPA Times.” Additionally, brochures describing the aircraft and rental charges will also be positioned in the M-GLAS airlines’ union headquarters in Lansing, Michigan. All other initial advertising will be through word of mouth from current instructors, renters, and students.

3.4 Technology

Lansing Aviation will maintain an updated Cessna 172 Skyhawk.

  • The aircraft will have at least two 720-channel radios for legal and practical navigation and communication purposes.
  • The aircraft will have the required equipment and certification necessary to conduct instrument training and actual instrument flight.
  • The aircraft will be continuously upgraded with M-GLAS Aviation Technology (M-GLAS-AT) avionics.

3.5 Future Services

In the future, Lansing Aviation will enhance their aircraft rental position by acquiring complex, high-performance, single and multi-engine aircraft for commercial and airline transport pilot training and rental.

We also hope to conduct up-to-the-minute aircraft scheduling through the use of the Internet and an online business website.

Market Analysis Summary how to do a market analysis for your business plan.">

Lansing Aviation will be focusing initially on students interested in obtaining their private pilot certificate. These students will primarily come from word-of-mouth-advertising from our instructors, students, and other contacts at Mackinac-Great Lakes Airlines System. We will attempt to continue teaching these students through their instrument rating course with us, upon completion of their private pilot package.

We feel that our well-maintained aircraft, combined with our personable and enthusiastic flight instructors, will generate repeat business from our private pilot students returning for their instrument ratings.

4.1 Market Segmentation

  • Unsatisfied Students: We hope to obtain students and renters that are dissatisfied with their current instructors or aircraft from our competition before they become so frustrated that they cease flying.
  • M-GLAS Employees: Our largest group of new students will hopefully come from Mackinac-Great Lakes Airlines System employees looking to start an aviation career. However, the M-GLAS pilots, M-GLAS mechanics with pilots licenses, and their children will also serve as a strong target market for us.
  • Curious Flyers: The unrealized group of students that have “always wanted to learn to fly” is another market segment that we intend to develop.
  • Other Flights/Miscellaneous Rental: Sight-seeing flights, color tours, real-estate surveying, Air Force training, and traffic watch will also be targeted.

Aircraft rental instruction business plan, market analysis summary chart image

4.2 Target Market Segment Strategy

We will focus our marketing to prospective students that are looking for fun, qualified instructors and a well-maintained and well-equipped aircraft. The aircraft must fly several hours each month, so we will continuously urge interested students to call our list of qualified instructors. Each prospective pilot that contacts Lansing Aviation for information will be sent a private pilot price sheet with approximate costs and a free 6-month subscription to AOPA Flight Training magazine.

4.2.1 Market Trends

The airline shortage has created an immense demand for increased pilot training. The previous aircraft rental company in Lansing ended up needing additional aircraft to meet the increased demands of new students in the area.

There are rising numbers of students and renters that are looking for a professionally-maintained and well-equipped aircraft for training and renting.

4.2.2 Market Needs

Mackinac-Great Lakes Airlines Systems is the largest employer in Lansing, with 19,000 employees, and we feel that these employees are aware of the excellent careers held by M-GLAS pilots. We hope this awareness will generate interest in flying. Additionally, many M-GLAS pilots and M-GLAS mechanics fly small airplanes for fun and to transport their families to vacation spots.

4.2.3 Market Growth

The rental aircraft in the Lansing area are averaging over 50 hours of revenue flying per month. This indicates a very solid number of new students, additional ratings for current students, and more disposable income being used to obtain the long-time personal dream of obtaining a pilot’s license. Lugnut Flying Aviation, a flight school that ceased operation, was averaging over 70 hours of revenue flying per month and produced a net profit in the first year of operation.

4.3 Service Business Analysis

Our consulting will be a very valuable asset to people of the community who are interested in flying or choosing flying as a career. Many parents have questions regarding the “correct” path for their children with regard to a career as a pilot in the airline industry. These would include flight training, colleges and college curricula, and most importantly, costs. Our goal is to advise them of the best possible options to their questions, using our own personal experience.

4.3.1 Competition and Buying Patterns

In the flight instruction business, word-of-mouth advertising and personal marketing are the main reason that students choose one flight school over another. Many students begin flying after coincidentally meeting a certified flight instructor and discussing their dream of flying. Through these discussions, students participate in an introductory flight and decide whether or not they enjoyed the experience and whether or not the training will be affordable.

Occassionally, a student will have a personality conflict with his or her instructor and may choose to try a new instructor. We intend to capitalize on some of these unfortunate conflicts at Capital City Airport and attract their business with our professional, enthusiastic, and qualified instructor group.

Our reputation of maintaining a nice-looking and well-maintained aircraft at an affordable price will be our final and most respected selling medium.

4.3.2 Main Competitors

Spartan Wings :

Strengths: They have several different rental aircraft from which to choose, and excellent marketing in the field. Because of an all-female management team and ownership, their exposure to women in aviation is enormous.

Weaknesses: Their flight instructors are only instructing to build flight time in order to obtain an airline or corporate job. Male students have complained of special treatment and training for female students. Aircraft are not well-maintained, and the pilot-product of their school has not been strong.

Wolverine Aviation :

Strengths: They provide competition to Spartan Wings, which gives an alternative for unhappy students at Spartan Wings. They have several rental airplanes to choose from for instruction, and ample room for teaching.

Weaknesses: They have poor community exposure and advertising, poor reputation of flight instructors, and high aircraft rental rates.

4.3.3 Business Participants

There are currently two flight schools operating at Capital City Airport. These schools will be our competition; however, we will not be a “formal” flight school. Lansing Aviation will have several independent flight instructors that will bring in their own students and will work independently from Lansing Aviation, while renting our aircraft. All instructors from the defunct Lugnut Flying Aviation have verbally committed to bringing all of their business to Lansing Aviation upon its acquisition of an aircraft.

Strategy and Implementation Summary

  • In order to attract larger sums of money, we will offer a 10-hour block of aircraft rental for $730 ($73/hour) which is reduced from our normal rental rate of $75 per hour. Additionally, we will offer M-GLAS employees the same $73 per hour rate for block or non-block rentals.

5.1 Sales Forecast

Our Sales Forecast tables shows our estimated aircraft rental revenue. This monthly breakdown can be seen in the appendix. Estimated operating expenses and other charges are listed in the Profit and Loss table.

Aircraft rental instruction business plan, strategy and implementation summary chart image

5.2 Milestones

Sample Milestones topic text.

The milestones table and chart show the specific detail about actual program activities that should be taking place during the year. Each one has its manager, starting date, ending date, and budget. During the year we will be keeping track of implementation against plan, with reports on the timely completion of these activities as planned.

Aircraft rental instruction business plan, strategy and implementation summary chart image

Management Summary management summary will include information about who's on your team and why they're the right people for the job, as well as your future hiring plans.">

The initial organizer of Lansing Aviation, LLC is Michael J. Zorn. In order to maintain legal requirements of an LLC, there is one other member of the company. At the current time, there is only the need for two members in the organizational structure.

Lansing Aviation will rely on the member(s) of the LLC for decision making and financial investing when needed. The ultimate responsibilities of the entire LLC will be given to the member(s).

6.1 Management Team

Lansing Aviation is not departmentalized. The owner and organizer, Michael J. Zorn, is also the CEO, CFO, and planner. All decisions will be based upon the company mission statement.

The collegiate advertising and marketing background, combined with the current airline pilot experience of the CEO, will provide for timely, accurate, and professional decisions.

6.2 Personnel Plan

Lansing Aviation will employ no one. All flight instructors will be independent contractors responsible for their own payroll. The company will not collect any funds from the instructors for their time, but solely from the rental of the company’s aircraft. The owner will be paid a nominal stipend.

Financial Plan investor-ready personnel plan .">

  • We want to finance our aircraft loan through cash flow from our aircraft rental.
  • We want to pay for our engine overhaul at the recommended TBO through cash savings acquired during our aircraft rental.

7.1 Important Assumptions

The financial plan depends on the number of revenue hours flown each month in our aircraft.

The most important assumptions crucial to our success are:

  • The aircraft will maintain flying status other than routine, required inspections lasting a day or two.
  • We will not have any major aircraft accidents or incidents that will result in major downtime.
  • We also assume that student pilot starts will continue to increase and the demand for pilots will continue.

7.2 Break-even Analysis

Breaking down our monthly fixed costs enables us to calculate how much the aircraft needs to be flown each month to maintain profitability. Our monthly fixed costs include:

  • Hangar rental.
  • Aircraft insurance.
  • Engine overhaul fund.
  • Aircraft loan payments.
  • Routine aircraft maintenance and inspection costs.
  • Estimated monthly fuel costs.

The following chart and table summarizes our break-even analysis.

Aircraft rental instruction business plan, financial plan chart image

7.3 Projected Profit and Loss

With monthly fixed costs of hangar rent, renter and instructor insurance, an engine overhaul fund, aircraft loan, planned maintenance and inspections, and fuel, we can actively market our aircraft to obtain the correct number of students to exceed our expenses while making the aircraft convenient for the students to schedule for training and rental.

A loss is expected for the first few months while a student base is carefully chosen and constructed. We hope to increase our number of flight hours flown each month by 25% until the break-even point is reached. At that time, we will assess the number of students and the number of hours being flown to determine how many more students and renters we want to increase our profits and maintain good aircraft availability.

NOTE: You will notice in the year 2003 that the company is showing a net loss for the year. This is the year that we estimate the aircraft engine will require a factory overhaul. This expense ranges from $13,000 to $20,000, depending on several variables. Therefore, we have chosen to show an overhaul expense of $15,000 for that year. However, this was only shown to demonstrate the effect of not properly saving for the overhaul expense. We have allocated a certain percentage of each flight hour toward the engine overhaul savings fund which will cover all of our expenses, thus, hopefully returning Lansing Aviation to a net profit for 2003.

Aircraft rental instruction business plan, financial plan chart image

7.4 Projected Cash Flow

The following cash flow projections show the amounts anticipated from the first few months during the student accumulation period through the company’s rental saturation.

Cash flow is critical to our success, for payment of the insurance and aircraft loan payments as well as the fuel costs required to operate and the hangar to house the airplane.

Aircraft rental instruction business plan, financial plan chart image

7.5 Projected Balance Sheet

The balance sheet in the following table shows some very important information regarding our short-term and long-term financial goals.

7.6 Business Ratios

We expect to see flat ratios of profitability during the first year while we build our customer base. We expect these ratios to improve in the second and succeeding years. The following table shows the projected ratios for Lansing Aviation. The Industry Profile comes from Standard Industry Code #8299, Schools and Educational Services.

7.7 Long-term Plan

Our long-term plan is based primarily on the short-term future of the business. If the aircraft is able to support its expenses, then the future of Lansing Aviation and our long-term goal plan can be successfully accomplished.

Our long-term plan contains the following elements:

  • Paying off the entire aircraft loan in the first three years of operation.
  • Acquiring partial ownership of a twin-engine aircraft for training and travel needs.
  • Avoiding accident, incident, and lawsuit through our entire longevity.
  • Providing present and future students and renters with a superlative aircraft for all of their flying needs.

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IRS begins audits of corporate jet usage; part of larger effort to ensure high-income groups don’t fly under the radar on tax responsibilities

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IR-2024-46, Feb. 21, 2024

WASHINGTON — Using Inflation Reduction Act funding and as part of ongoing efforts to improve tax compliance in high-income categories, the Internal Revenue Service announced today plans to begin dozens of audits on business aircraft involving personal use.

The audits will be focused on aircraft usage by large corporations, large partnerships and high-income taxpayers and whether for tax purposes the use of jets is being properly allocated between business and personal reasons.

The IRS will be using advanced analytics and resources from the Inflation Reduction Act to more closely examine this area, which has not been closely scrutinized during the past decade as agency resources fell sharply. The number of audits related to aircraft usage could increase in the future following initial results and as the IRS continues hiring additional examiners.

“During tax season, millions of people are doing the right thing by filing and paying their taxes, and they should have confidence that everyone is also following the law,” said IRS Commissioner Danny Werfel. “Personal use of corporate jets and other aircraft by executives and others have tax implications, and it’s a complex area where IRS work has been stretched thin. With expanded resources, IRS work in this area will take off. These aircraft audits will help ensure high-income groups aren’t flying under the radar with their tax responsibilities.”

Business aircraft are often used for both business and personal reasons by officers, executives, other employees, shareholders and partners. In general, the tax code passed by Congress allows a business deduction for expenses of maintaining an asset, such as a corporate jet, if that asset is utilized for a business purpose. However, the use of a company aircraft must be allocated between business use and personal use. This is a complex area of tax law, and record-keeping can be challenging.

For someone such as an executive using the company jet for personal travel, the amount of personal usage impacts eligibility for certain business deductions. Use of the company jet for personal travel typically results in income inclusion by the individual using the jet for personal travel and could also impact the business’s eligibility to deduct costs related to the personal travel.

The examination of corporate jet usage is part of the IRS Large Business and International division’s “campaign” program. Campaigns apply different compliance streams to help address areas with a high risk of non-compliance. These efforts include issue-focused examinations, taxpayer outreach and education, tax form changes and focusing on particular issues that present a high risk of noncompliance.

The IRS will begin conducting examinations in the near future as part of the agency’s commitment to ensuring fairness in tax administration.

This is part of a larger effort  the IRS is taking to ensure large corporate, large partnerships and high-income individual filers pay the taxes they owe. Prior to the Inflation Reduction Act, more than a decade of budget cuts prevented the IRS from keeping pace with the increasingly complicated set of tools that the wealthiest taxpayers use to shelter or manipulate their income to avoid taxes. The IRS is now taking swift and aggressive action to close this gap.

In addition to work on corporate jets, the IRS has a variety of efforts underway to improve tax compliance in complex, overlooked high-dollar areas where the agency did not have adequate resources prior to Inflation Reduction Act funding.

For example, the IRS is continuing to pursue millionaires that have not paid hundreds of millions of dollars in tax debt. The IRS has already collected $482 million in ongoing efforts to recoup taxes owed by 1,600 millionaires with action continuing in this area. Elsewhere, the IRS is pursuing multi-million-dollar partnership balance sheet discrepancies, ramping up audits of more than 75 of the largest partnerships using artificial intelligence (AI) as well as other areas .

"The IRS continues to increase scrutiny on high-income taxpayers as we work to reverse the historic low audit rates and limited focus that the wealthiest individuals and organizations faced in the years that predated the Inflation Reduction Act,” Werfel said. “We are adding staff and technology to ensure that the taxpayers with the highest income, including partnerships, large corporations and millionaires and billionaires, pay what is legally owed under federal law. The IRS will have more announcements to make in this important area."

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Spirit's CEO says the airline has a plan to become profitable again

  • Spirit CEO Ted Christie said the airline has a plan to be profitable again.
  • Spirit hasn't been profitable since 2019 and owes more than $1 billion.
  • Christie said he expects the airline to be cashflow positive in the second quarter.

Insider Today

Spirit Airlines is still battling to keep its merger plans with Jet Blue alive, but in the meantime its CEO says it has a path to financial stability.

The airline has more than $1 billion due in 2025 and 2026, Bloomberg reported , citing unnamed sources. The company said in a financial report published Thursday that it's "assessing options" about this debt.

CEO Ted Christie said demand for air travel was rebounding and Spirit was focused on "cash flow generation and profitability" this year.

Spirit posted a net loss of $183 million in the last three months of 2023 — an improvement on the $270 million loss for the same period in 2022.

Similarly the annual net loss of $447 million was lower than the $554 million loss for 2022. Spirit last made a profit in 2019.

Spirit expects to be cashflow positive from the second quarter onwards, per the report.

Spirit's merger with JetBlue was blocked by a federal judge last month on the grounds that it would harm consumers. The two airlines appealed the ruling last Friday and the Court of Appeals is due to hear arguments in June.

Spirit plans to sell 25 aircraft and lease them back in a move that generated $419 million, per its results.

However, the airline expects to ground an average of 25 Airbus A320neos this year to deal with problems identified in Pratt & Whitney engines, the company said. It has 205 planes in its fleet.

Despite the headwinds Christie remained upbeat about Spirit's prospects.

"Liquidity is always king, and we have enhanced our levels to give us the necessary flexibility to successfully close with JetBlue or to pursue our stand-alone plans," Christie said in an earnings call on Thursday, CNBC reported.

Spirit did not immediately respond to a request for comment from Business Insider made outside normal working hours.

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Go First rescue plan: Lenders may ask bidders for better offers to maximise recoveries

The ajay singh-nishant pitti consortium has tabled a proposal that involves the acquisition of go first for rs 1,000 crore, backed by collateral and a corporate guarantee. .

Business Today Desk

  • Updated Feb 24, 2024, 1:26 PM IST

The two bids for the airline were opened on Friday and resolution professional (RP) Shailendra Ajmera will evaluate if they are compliant with the Insolvency and Bankruptcy Code (IBC).

Go First Airlines: SpiceJet's CMD Ajay Singh and Busy Bee Airways consortium on Friday unveiled the Rs 1,600 crore rescue plan in a bid to take over the embattled Go First airlines. The consortium has tabled a proposal that involves the acquisition of Go First for Rs 1,000 crore, backed by collateral and a corporate guarantee. 

Besides, Singh and EaseMyTrip CEO Nishant Pitti have proposed to infuse an additional Rs 600 crore into Go First, specifically for restarting the airline's operations. 

Lenders now may ask bidders in the resolution process for the airline to improve their offers in order to maximise recoveries, The Economic Times reported on Saturday. The lenders may opt for liquidation if the bids aren’t good enough, sources quoted in the report said. 

The two bids for the airline were opened Friday and resolution professional (RP) Shailendra Ajmera will check if they are compliant with the Insolvency and Bankruptcy Code (IBC). Central Bank of India and Bank of Baroda are the main lenders to the grounded carrier. Go First owes banks around Rs 6,521 crore, of which Rs 1,300 has been drawn under the government’s emergency credit line guarantee scheme (ECLGS). The total dues of the carrier after adding up the claims of vendors and lessors goes up to around Rs 11,463 crore. 

The RP has admitted claims of Rs 7,040 crore, of which Rs 4,257 crore is from financial creditors led by Central Bank of India.

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