Fractional Ownership of a Light Aircraft

Fractional Ownership of a Light AircraftFractional Ownership of a Light AircraftFractional, or shared ownership of small aircraft has become an ideal method of aircraft ownership for some pilots. Others, however, find shared ownershipto be expensive and inefficient. Lets analyze the shared ownership costs of a popular light aircraft, the Cirrus SR22 in comparison to full ownership, and the less-refined option of aircraft rental. Shared ownership of small aircraft came about as a result of a few companies seeking to reduce the ownership costs of small aircraft and expand the pool of buyers. The initial companies modeled their companies after fractional ownership companies in business and corporate aviation. Since then, the business model has been adjusted to more closely fit general aviation customers. In a Flying magazine article, Robert Goyer discusses a few advantages and disadvantages of fractional ownership with a company called AirShares Elite. Though the company shut down in 20 14, the pros and cons described,remain the same. Advantages Shared ownership, while not for everyone, can be beneficial to the high-end general aviation buyers. Instead of paying full price for a new aircraft, fractional owners can often buy into a 1/8th, 1/6th, or 1/4th share and pay a fraction of the market price, reducing the complete costs of ownership. Take, for example, a Cirrus SR22 at a price of around $600,000. Few people can afford the cost of the aircraft in its entirety however, shared ownership significantly lowers the costs. In one example, a buyer can purchase 1/8th of a Cirrus SR22 for about $40,000, plus a monthly fee of about $900. Additionally, the buyer pays $100 per flight hour in operating costs. Total, the buyer would pay for the aircraft, plus, perhaps, about $25,500 per year. It is a cost saving compared to the purchase, operating and maintenance costs of a brand new Cirrus SR22, which we can estimate at about $600,000 plus at least $20,000/year in opera ting and maintenance costs (see AOPA cost calculator). Another benefit of shared ownership includes the no-hassle operations of the plane. The shared ownership company takes care of everything from scheduling to maintenance, leaving the buyer with no worries. It is a worthwhile benefit to many, as maintenance for an aircraft can be costly and time-consuming. Additionally, the opportunity to fly brand new aircraft with state-of-the-art technology is an attractive advantage for some people. Disadvantages Disadvantages of shared ownership include maintaining a lower-than-normal equity in the aircraft. And some shared ownership companies give their buyers no equity in the plane at all. Scheduling can be restrictive, and the hours a buyer is allotted may only add up to about 75 hours per year on average. With aircraft rental between $200-300 per hour, 75 hours per year would cost about $15,000-22,500, a small fraction of the price of either shared or full ownership. Also, the locatio n of these shared aircraft may be an inconvenience, as many of the aircraft are based at certain locations, which may or may not be near the buyer. Summary Shared ownership of a small aircraft can still be quite expensive, but it depends largely on the individual buyers preference. For buyers that have the money and are seriously considering the purchase of an airplane like a Cirrus SR22, shared ownership may be ideal. It certainly is ideal for those that dont want the hassle of maintenance or legal requirements associated with full aircraft ownership. Additionally, for those who place value on position and prefer a new, technologically advanced (TAA) aircraft, shared ownership would work out well, as the option to buy into new aircraft presents itself yearly. For the average buyer, though, the costs may still outweigh the benefits of shared ownership for aircraft in the same category and price range as the Cirrus SR22. Many pilots would find a 3-4-year-old used aircraft to be s ufficient for their needs, and most will still find renting to be the most affordable option yet.

How to Be a Successful Sales Manager

How to Be a Successful Sales ManagerHow to Be a Successful Sales ManagerA sale manager is the person responsible for leading and coaching a kollektiv of ausverkaufpeople. A sales managers tasks often include assigning sales territories, setting quotas, beratung the members of herbeibei sales team, assigning sales training, building a sales plan, and hiring and firing salespeople. In large companies, sales quotas and plans are usually set at the executive level, and a managers main responsibility is to see to it that her salespeople meet those quotas and uphold any policies passed down from above. Some sales managers were managers from other departments who transferred to sales, but the majority are top-tier salespeople who were promoted to a management position. Because these former salespeople have little or no management training or experience, their main challenge is allowing their sales team to do the selling and limiting themselves to offering whatever guidance the salespeople n eed. Avoid Micromanagement Because a sales managers compensation is tied to how many sales her team makes, shes highly motivated to get her salespeople producing. It often leads to a scenario where she micromanages her sales team, hanging over their shoulders and constantly asking for updates. Its especially common with former star salespeople, who tend to want to feel in control of every situation particularly where their own salary is involved. Unfortunately, salespeople tend to be independent and self-motivated and dont work well in this kind of environment. As a result, their performance will suffer, leading to a vicious cycle where the sales manager becomes more and more frantic as her team fails to meet their quota. So sales management is a balancing act between providing guidance and direction without taking this to extremes. Learn Human Resources Skills Sales managers who are responsible for hiring and firing members of their sales team must learn some human resourc es skills. If a sales manager doesnt know how to critically review a resume, ask probing questions in the interview, or catch any red flags during the process, she will probably end up hiring salespeople who look good on paper but fail to produce. Firing an employee is never easy, but a sales manager must know when one of her salespeople simply isnt working out either because he isnt a good fit for the company, or because he isnt a good fit for a sales position at all. Knowing how to get her team motivated is a critical part of sales management. A smart sales manager has several tools in her arsenal, ranging from silly prizes like paper crowns to major monetary rewards for big producers. She must also know how to motivate a poor producer into getting back on track. And she must recognize when the problem is not a lack of motivation but something more basic, such as the lack of a specific sales skill. Understand the Big Picture Sales managers must also understand the big picture . In all but the smallest companies, sales managers are at the middle management level of responsibility. They supervise a sales team but are supervised themselves by a higher-level manager, often at the executive level. When a sales managers team performs well, her supervisor will often give her credit. But if a sales managers team fails to meet their quota, that executive will expect her to provide a solution. Have Excellent Communication Skills A sales manager must have excellent communication skills to succeed. She must be able to understand the sales plan and explain it clearly to her sales teams. She must also be able to understand her salespeoples needs and communicate those needs to the executive level. If a problem such as an unrealistic quota arises, she must be able to go to bat for her salespeople with upper management and get the situation resolved. When her salespeople do well, she must show them that their hard work is appreciated, and when they falter she must un cover the reason and fix it.

Uriah Boyden

Uriah Boyden Uriah Boyden Uriah BoydenUriah Boyden turned around the way we harness the power of water. Literally. Boyden, consulting for Lowell, MAs waterpower system, reversed the waterwheel concept of rotation through water filling, creating turbines that rotated as the falling water was conducted into them, striking the metal veins that spiraled around a central shaft.As noted in the 102-inch Boyden Hydrauling Turbines report , the Boyden Turbine began from the Fourneyron Turbine but improved upon it with a conical approach passage for the incoming watersubmerged diffusers guide vanes and a diverting exit passage all played their part in its success. According to the book Structures of Chance in the Mechanical Age by Ross Thomson, Boyden used the turbine for Lowell mills with machines that had as high as a 700-hp rating.In the book Alternative Energy by Brian Black and Richard Flarend, the turbine was cited as a vital moment in the manipulation of a river for industrial capabilit ies. It states In this case, water was channeled out of the river at a certain point in a power canal. This canal led to a point from which the water would fall to a lower level. During its fall, it filled the buckets in a waterwheel, its weight driving the wheel aroundBy 1858, Lowell employed 56 Boyden turbines, each rated at 35 to 650 hp. In both the waterwheel and turbine systems, the power was transferred by wooden or metal gears and leather belts to the mills main power shaft or drive pulley.Much of Boydens work is linked with James Francis, chief engineer of the Locks and Canals Company, who, at times, seemed to be a rival. There was, however, no question Boyden aided Francis inventions. In the book Waterpower in Lowell Engineering and Industry in Nineteenth-Century America by Patrick M. Malone, Francis needed help in stopping the sometimes erratic way of his Prony brake. He did this with a hydraulic regulator and Robert Thurston, a professor of engineering, who corresponded w ith Francis, says Boyden deserved credit for the solution. However, it is noted by many that Francis ultimately outshined Boydens work, resulting in the mixed-flow reaction turbine, which is even used to this day.Boydens early work was related to the shipping and railroad industries, surveying for the Boston and Providence Railroad and later overseeing the construction of the Nashua and Lowell Railroad. But Boyden may have had an even earlier influence as Seth Boyden, a brother 15 years his senior, would make his own mark as an inventor in areas such as malleable leather. What is of little question is that both Boydens were a measurable influence in their industries for a strong part of the 19th century.Eric Butterman is an independent writer.Boyden Turbine began from the Fourneyron Turbine but improved upon it with a conical approach passage for the incoming water.