Blue Star Jet founder Richard Stomer and Todd Rome has built these brokerage model jet charter business two decades ago. Currently has accessed to 4,000 aircrafts / fleets ranging from light private jets, medium ad super medium ,private turbo props and jumbo private jets.
Fleet:
Light
Cessna Citation, Raytheon Premier $2,500 perhr
Medium
Learjet 45, Falcon 20/200, Gulfstream 100 $ 3,500 perhr
Heavy
Gulfstream III, Embraer Legacy 600 $5,500 perhr
Business Model - Competitor Light Fleet
Skycard
Blue Star Jet Company
Aquisition cost : None
Occupation hr Rate : N/A
Avg Hr Rate : $1,500 - 2,500
Monthly Management Fees : None
Fractional Ownership
Net Jet Company
Aquisition cost : $675k-$1m
Occupation hr Rate : $1,300 -$1,500
Avg Hr Rate : $5,000
Monthly Management Fees : $8.8 -12k/month
Ownership
Aquisition cost : $5 - 8 m
Occupation hr Rate : $1,300 - 1,500
Avg Hr Rate : N/A
Monthly Management Fees : $10 k -20k / month
Tuesday, January 31, 2012
Monday, June 1, 2009
Chief Strategy Officer (CSO) their roles and functions
CSO are traditionally strategic planner of an organisation and play a supporting role to CEO, has key responsibilities as below:-
A master of multitasking. CSOs are responsible for an average of 10 major business functions and activities, as diverse and demanding as M&A, competitive analysis and market research, and long-range planning. They must be capable of quickly switching between environments and activities.
A jack-of-all-trades.They had significant line management and functional experience in such areas as technology management, marketing and operations. Less 20% had spent the bulk of their pre-CSO careers on strategic planning.
A star player. Most CSOs achieved impressive business results earlier in their careers and view the strategy role as a launching pad, not a landing pad.
A doer, not just a thinker. Although CSOs split their time almost evenly between strategy development and execution, their bias must be toward the latter.
The guardian of horizon two . Senior teams generally have a good handle on short- and long-term issues. The medium term, that period from one to four years out, can go underattended, however. CSOs must focus the organization's attention on horizon two, the critical period for strategy execution.
An influencer, not a dictator. Strategy chiefs don't succeed by pulling rank. They sway others with their deep industry knowledge, their organizational connections and their ability to communicate effectively.
Comfortable with ambiguity. All executives today must exhibit this trait, but it's especially true for CSOs, whose actions typically won't pay off for years. The role tends to evolve rapidly and requires an extraordinary ability to embrace an uncertain future.
Objective. Given their wide remit, chief strategy officers can't play favorites. Openly partisan CSOs, or those who let emotions or the strength of other personalities cloud their vision, are sure to fail.
A master of multitasking. CSOs are responsible for an average of 10 major business functions and activities, as diverse and demanding as M&A, competitive analysis and market research, and long-range planning. They must be capable of quickly switching between environments and activities.
A jack-of-all-trades.They had significant line management and functional experience in such areas as technology management, marketing and operations. Less 20% had spent the bulk of their pre-CSO careers on strategic planning.
A star player. Most CSOs achieved impressive business results earlier in their careers and view the strategy role as a launching pad, not a landing pad.
A doer, not just a thinker. Although CSOs split their time almost evenly between strategy development and execution, their bias must be toward the latter.
The guardian of horizon two . Senior teams generally have a good handle on short- and long-term issues. The medium term, that period from one to four years out, can go underattended, however. CSOs must focus the organization's attention on horizon two, the critical period for strategy execution.
An influencer, not a dictator. Strategy chiefs don't succeed by pulling rank. They sway others with their deep industry knowledge, their organizational connections and their ability to communicate effectively.
Comfortable with ambiguity. All executives today must exhibit this trait, but it's especially true for CSOs, whose actions typically won't pay off for years. The role tends to evolve rapidly and requires an extraordinary ability to embrace an uncertain future.
Objective. Given their wide remit, chief strategy officers can't play favorites. Openly partisan CSOs, or those who let emotions or the strength of other personalities cloud their vision, are sure to fail.
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