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Aviation

/ˌeɪ.viˈeɪ.ʃən//

An Efficient Aviation Industry Stimulates the Economy 
noun
 
  1. the activity of flying aircraft or of designing, producing and keeping them in good condition. 
     
     
 

 

Low Costs Flights

Image is Everything
giorgio armani
  1.  
 

"WE WORK WITH ONLY THE BEST"

 (Emirates is not our partner .... yet  !!! .... but they are my ideal of 'quality, service and image) 

 

THE PAST IS THE PAST - THE FUTURE IS NOW:

Low costs does not have to mean low quality or poor service. Our ideal is Emirates not only for their impeccable service but also for their image.  It is our intention, on the other hand, to create a new paradigm in air travel where we treat our clients like princes and princesses.  African countries are not well connected and internal travel is usually dangerous because of the condition of roads and the poor maintenance of many cars. Efficient Internal air routes are therefore critical to the in-land transport of the people, promoting commerce and the smooth movement of people and goods. Our objective is, therefore to utilize the correct aircrafts to create networks of air-routes to effectively and efficiently connect the unconnected towns and cities.

The airline industry is a notoriously bad investment especially if you consider the business from the point of view of only the company while ignoring its role in the economy.  Of the major industries on the Fortune 500, airlines have had the worst 10-year total return to shareholders (- 12.6% on average annually from 1999 to 2009). While the western world has too many airlines, too many planes, and too many price wars, which has caused the largest U.S. carriers to lose a total of $60 billion over that period, African countries are poorly connected.  But Neeleman, the founder of Jet Blue and Azul, presently the largest airline in Brazil, is adamant that airlines can pay off -- if you know where to put your money.

By combining the CEMAC and ECOWAS we are creating a market superior to the Brazilian Market and almost as large as the entire United States of America. The Brazilian market is where Neeleman had his most recent success. Brazil, Latin America's largest economy, has rebounded quickly from the financial crisis, with an anticipated 5.8% rise in real GDP this year. The China-like growth rate of its rising middle class -- 100 million people and expanding every day -- has led companies from Coca-Cola (KO, Fortune 500) to Procter & Gamble (PG, Fortune 500) to Ford (FORD) to raise their stakes in Brazil. Neeleman has drawn high-profile investors like private equity firm TPG, which has invested $30 million in Azul. In its brief life span, at least, Azul has proved Neeleman right. The airline started flying in December 2008 and registered 2.2 million passengers in its first 12 months, shattering the previous record for a startup airline -- held by JetBlue, another Neeleman start-up.

"It took JetBlue 10 months and 10 days to get it's first 1 million passengers. We did it in less than eight months," Neeleman says commenting on AZUL. He expects the startup's current headcount of 2,100,000 to reach 2,500,000 or more by year-end. Revenue, $150 million last year, will probably more than double this year, he says, and privately held Azul is on track to turn its first profit. Neeleman isn't in this just for the money.  The stakes are personal. He was born in São Paulo and lived in Brazil until he was 5. His father, then a journalist for UPI, moved the family back to Utah, but at 19, David returned to Brazil to do his Mormon mission work. Gary Neeleman isn't at all surprised that David, the second oldest of his seven children, is back in Brazil. But he frankly wonders how long his son will last at his latest highflier. "David's modus operandi is totally contrary to what a lot of boards and investment bankers are in favor of," says Gary, 76. "To David, service to his employees and customers is paramount." The son insists he's prepared for whatever turbulence lies ahead. "All of us have failures," he says. "What matters isn't what happens to you in life. What really matters is how you react to it."

 

 

 

The future of life as we know it on Earth is in our hands!

 

AVIATION: His Majesty Haile Selassie

RIGHT AFTER THE ITALIAN OCCUPATION of Ethiopia in 1930,  His Majesty Haile Selassie founded Ethiopian Airlines on December 1st, 1945, complete with a Maintenance and Training Facility. After independence, he wanted to modernize Ethiopia and position it as a model for African Development. Since all the provinces were far apart and separated by difficult terrain, he knew that the only way to pull the nation together and connect the country quickly would be with airplanes.

His plan was to extend the service to link all of Africa with Ethiopia as its center. Prior to the arrival of Ethiopian Airlines, the foreign carriers had exorbitant prices so prices were regulated, resulting in the failure of many of the international carriers operating in the territory. In 2012, Ethiopian Airlines had a profit of $ 42 million dollars.  Through this linking of Africa, the Organization of African Unity (OAU; French: Organization de l'unité africaine (OUA)) was established on 25 May 1963 in Addis Ababa, with 32 signatory governments. It was disbanded on 9 July 2002 by its last chairperson, South African President Thabo Mbeki, and replaced by the African Union (AU).

Ethiopian Airlines was used to bring all African Heads of State to assemblies in Addis Ababa.  His Airline Company allowed him to travel quickly to hotspots where he would use his diplomatic skills to achieve results when tension was spilling over into conflict. In 1965 or 1966 when Morocco and Algeria were at the brink of war, he flew to the frontlines and remained their for 6 hours until peace was achieved and resulted in the Bamako Accord, so he used aviation for economic development, for unification, for the promotion of peace and for the modernization of the entire continent. 85 years later, the introduction of a modern aviation industry is just as critical, if not more so when the Emperor started this modernization and Unification campaign in 1930. Our intention is to just continue this vision, starting in the ECOWAS and the CEMAC and extending into all of Africa.

Our intent is not to compete with existing carriers, but to supplement their offer by connecting the rural un-served or under-served areas with inexpensive low cost flights for both people and cargo.  Since many rural areas have closed or poorly maintained airports, we will enter into PPPs, Private Public Partnerships with governments to renovate, modernize and transform the devastated airports into busting commercial hubs. We will enter into strategic partnerships and our signature architecture will make each airport an enviable and newsworthy structure. Ethiopian Airlines has 82 passenger destinations —19 of them are domestic— and 23 freight destinations. We will surpass this accomplishment in 3 - 5 years. Our motivation is not profit, but profits will result from excellence and is obviously necessary to assure sustainability, continuity and longevity. We will invest in strategic oil refineries, to have control of our jet fuel prices, which represent 30% of the cost of running an airline. The future of life as we know it on Earth is in our hands!

Muhammad Ali

R.I.P.:  Impossible is just a big word thrown around by small men who find it easier to live in the world they have been given than to explore the power they have to change it. Impossible is not a fact. It's an opinion. Impossible is not a declaration. It's a challenge. Impossible is potential. Impossible is temporary.  IMPOSSIBLE  IS NOTHING !

 

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