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“With our airplane, they’ll say, ‘Let’s go down there. It’s important. We’ve got it set up and they’re ready to talk.’ And I’ll say, ‘Fine. Let’s go.’ And I think that’s true not only for me but for other people in this company as well. Economically, compared to flying a team in commercially, you can pay for that trip easily. For us, the availability of the aircraft makes the trip happen. It changes the configuration of the group. It totally has changed the cul-ture of our company.
“If we had never gone into aviation, we’d still be a company and we’d still be doing our job, and I’m sure we’d be doing OK, but there is just no doubt in my mind that because of the airplane – I mean we’re in this almost 10 years now – it’s just changed our whole com-pany and helped us to be a stronger, better company in all ways. It really has.”

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Sales and marketing blitzes can be of nearly any scope and duration, depending on the stamina of the partici-pants and their families. They can be highly efficient and concentrated direct selling opportunities. Because they’re time-efficient, participants are able to spend more time in the office and less time in airports.

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In some companies, business aviation is the prevailing method used to get senior officers into a specific market-ing territory to visit customers and vendors. Because time is so limited, multi-day trips facilitate maximum exposure in a limited time.

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Sales and marketing blitzes can intensify seasonally, during new product introduction cycles, for IPOs or investment/ investor swings, downturns in the economy or following a restructuring.

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Potential customers and distributors also can be the target of multi-day trips.

 

The Office Enroute

 

Contract negotiations. New product strategizing. Personnel matters. Mergers and acquisitions.

In a Louis Harris & Associates survey conducted two years ago, nearly 400 business aircraft passengers responded that their personal productivity was greater when they were aboard business turboprops than in their offices, and greater still when they were aboard business jet aircraft than in business turboprops.
Could this be an office design problem?
There seems to be something about a confined space designed explicitly for business use, combined with forward movement, that has a motivating effect on personnel productivity. You can’t leave. No one drops by unexpectedly.
The phone usually doesn’t ring off the hook. Seats face each other. You’re above it all. What else are you going to do?
So you work. Your team is in front of you and your destination beckons, so you prepare, rehearse, get psyched, get ready. On outbound legs particularly, this is the norm. On homebound legs, after the work (and the debriefing) is done, the mood is more restive or fes tive, as it should be.
　
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