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Corporate aviation Essay

Corporate and business flight departments and operations have recognized the need to continuously develop competencies to respond to challenges in the industry and to be able to better meet the demands of its stakeholders. Though the prognoses for corporate and business flights have remained generally positive, Sharkey (2008) believes that short-term trends will prove to be particularly challenging for the industry. He points out that there is still to be significant growth for the industry, particularly this market, but that growth will entail re-engineering development programs, adapting new technologies and developing greater sensitivity for social and political issues.

Adams (2008) has a similar stand: her opinion is that the need for alternative energy and environmental awareness will be a major force for the aviation industry in general. Considering the cost of aviation fuel alone, the projected cost has risen significantly but since all other fuel costs have risen in very much the same manner, aviation remains a viable option. For corporate and business flight departments and operations, this will likely entail reassign cost-benefit standards of maintenance and operating requirements. In a similar vein, Lipowicz (2006) points out those political and social factors affecting the industry remain critical. She points out that

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many policies that were established in reaction to the 2001 September 11th attacks remain and that there is a need to evaluate if the measures remain relevant. There is no equivocation that security and safety remain to be primary concerns but rather if current methods are undermining the competitiveness and efficiency of air travel. Though this is not readily identified as a concern for corporate and business flight departments and operations, the supposition is that they have greater facility to lobby concerns and that ultimately they also bear the burden of unsound policies.

In many of the cases identified as critical areas of concern, the use of technology is a core issue. The opinion is that as smaller companies have become more adept in utilizing information and communication technologies, there has been less utilization of developing technologies to operations and quality control. Sharkey (2008) points out those positive expectations of r the industry are particularly vulnerable to be otherwise. Many frequent flyers have expressed significant understanding of the state of the industry and have very low expectation of any immediate improvement. Though this may seem a bleak situation, Sharkey points out that this eases expectations for the industry and more importantly, is an indication of the level of insight clients have for the industry.

In conclusion, considering the market and industry challenges, corporate and business flight departments and operations will most likely have to step up their performance or suffer the consequences. It is not just a question of survival of the fittest based on current industry needs. More importantly, it is a challenge of who are able to anticipate and respond to the survival requirements in the short term and then be able to translate this to long-term strategies. Thus, corporate and business flight departments and operations may be under less pressure than public service providers however this does not diminish the impact to competitiveness or efficiency. This will be particularly critical with the emergence of full-service travel companies which is supplanting the position of corporate and business flight service providers.

References

Adams, Charlotte (2008). Aviation Maintenance: Technology Focus: Green Engines. Aviation Maintenance, July 1, 2008. Retrieved July 20, 2008, from http://www.avtoday.com/am/categories/bga/21556.html

Lipowicz, Alice (2006). 9/11 Aftermath. Washington Technology, Vol. 21 No. 17. Retrieved July 20, 2008, from http://www.washingtontechnology.com/print/21_17/29222-1.html

Sharkey, Joe (2008). Going Getting Rough? Time to Get Some Help. The New York Times, April 15, 2008. Retrieved July 20, 2008, from http://www.nytimes.com/2008/04/15/business/15road.html?_r=1&oref=slogin

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