TRANSPORT OF FLIGHT CREWS IN THE FRACTIONAL OWNERSHIP

INDUSTRY

by

Meghan E. Werkman

A Graduate Capstone Project Proposal

Submitted to the Worldwide Campus
in Partial Fulfillment of the Requirements of the Degree of
Master of Aeronautical Science

Embry-Riddle Aeronautical University

Worldwide Campus
May 2009
 LOGISTICAL TRANSPORT OF FLIGHT CREWS IN THE FRACTIONAL
OWNERSHIP INDUSTRY

by

Meghan E. Werkman

This Graduate Capstone Project Proposal

was prepared under the direction of the candidate’s Project Review Committee Chair,
Dr. John Denigris, Ph.D, Associate Professor, Worldwide Campus,
and the candidate’s Project Review Committee Member,
Orin L. Godsey, Assicuate Professor, Worldwide Campus and has been
approved by the Project Review Committee. It was submitted to the Extended Campus in
partial fulfillment of the requirements for the degree of
Master of Aeronautical Science

PROJECT REVIEW COMMITTEE:

____________________________________
Dr. John Denigris, Ph.D.
Committee Chair

____________________________________
Orin L. Godsey, MBA/MAS
Committee Member
 ABSTRACT

Researcher: Meghan E. Werkman

Title: Logistical Transport of Flight Crews in the Fractional Ownership Industry

Institution: Embry-Riddle Aeronautical University

Degree: Master of Aeronautical Science

Year: 2009

This study will examine the issues of transporting flight crews in the fractional ownership

industry. This study will first delve into the business model of the fractional ownership

industry. Next, a comparison will be made between airline crew movement and how

fractional ownership companies move their crews. After the comparison has been made,

this study will examine the current efficiency issues associated with moving crew

members around the United States. Once the efficiency issues have been addressed, then

alternative possibilities to improve the issues will be investigated, and finally,

recommendations will be made.

 TABLE OF CONTENTS

Title Page i

Review Committee Page ii

Abstract iii

I CHAPTER 1 INTRODUCTION 1

Background of the Problem 1

Researcher’s Work Setting and Role 2

Statement of the Problem 3

Limitations 4

Delimitations 4

Assumptions 5

Definitions of Terms 6

Acronyms 6

II REVIEW OF RELEVANT LITERATURE AND RESEARCH 7

Research Statement 10

Statement of the hypothesis 10

III RESEARCH METHODOLOGY 11

Research Design and Method 11

Sources of Data 11

Data Reliability 12

Procedures 12

REFERENCES 16
 CHAPTER I

INTRODUCTION

Background of the Problem

Fractional ownership is a relatively new portion of the aviation industry. This type of

ownership of formally privately owned aircraft began in 1986, but did not gain popularity

until the late 1990s. Partial ownership gives owners or potential owners the ability to

have all the advantages of owning their own aircraft with only a fraction of the annual

costs. Unlike the major commercial airlines, which generally travel on a static schedule

working hub and spoke system, fractional ownership allows for “last minute” point-to-

point travel to many airports in the United States. An owner can schedule to be picked up

at an airport which is closest to his or her home or office with less than 24 hours notice

and be flown to any destination in the United States. With this flexibility a fractional

ownership program is cost effective to most of the clientele involved within this industry.

Therefore every minute spent in a commercial airport terminal equals money lost.

Individuals must weigh the cost of this program against the cost of lost time in airports

flying conventionally. Most will choose flying point to point at an added cost against the

lost time they would have had on the ground by flying commercially. Since these

individuals are not only the elite of the financial world but are also those in the arts as

well as those in the television and film industries, their time equals money. Not only

does time equal money but their anonymity is paramount.

Unlike commercial airlines which operate in over 500 airports in the United States,

private aircraft operate out of over 5,000 airports throughout the United States. While

most commercial airlines operate under a hub and spoke system, fractional ownership
operates on a point-to-point system. A hub and spoke system works with a set of specific

airports (hubs) that act as a home base for individual airlines. The spokes are the less

frequented airports that an airline would travel to and from their hub to facilitate travelers

with ease. For example, if an individual wanted to travel from Savannah, Georgia to

Greensboro, North Carolina, they would need to connect through Charlotte, North

Carolina (the hub airport). Since most airlines do not fly from point to point, individuals

would have to take extra time to fly to the hub and then to be redirected to the "spoke "or

final destination airport. For the average traveler this extra stop would not be an issue.

However for those customers that needs to be at a destination with the utmost efficiency,

fractional ownership can meet their needs. Although there is an added cost burden, it is

up to the individual owner to determine if the benefit outweighs the additional cost.

Similar to most commercial airlines, most fractional ownership companies tend to

require that their crew members live with in certain proximity of the company’s assigned

“gateways”. A “gateway” is considered an airport designated by the company to be with

in a crew member's specific time or distance parameters from that airport. Crew

members are assigned to particular gateways but the aircraft are located at different

airports throughout the country on a regular basis. Therefore, crew members have to be

moved via the airlines to wherever the aircraft is located at that time of each aircraft's

need. This results in an increased use of airline travel to move the crews to their assigned

destinations.

Researcher’s Work Setting and Role

The researcher has been involved in the study of aviation for over seven years, and

has worked within the professional aviation field for over five years. The researcher holds
a Bachelor of Science degree in Professional Aeronautics from Embry-Riddle

Aeronautical University. She has completed this extensive research on the subject of

aviation management as a partial requirement for obtaining the degree of Master of

Aeronautical Science. This researcher has worked as both Customer Service

Representative for the Fixed Base Operator and a Maintenance Customer Service

Manager for the Maintenance department at Landmark Aviation, and is now an

International Corporate Flight Specialist for Jeppesen.

Statement of the Problem

The fractional ownership of private aircraft was an idea that was founded in 1964

and started its operations in 1986 (Our History Leading, 2008). It was a program that

offered the ability for individuals to share ownership of an aircraft with others who were

not interested in owning their own aircraft as a sole proprietor. This type of ownership

allows the individuals involved to enjoy the advantages of privately flying with only a

portion of the major expenses. Offering this program entails point to point travel to

smaller airports which are closer to the final destination of the owners. One of the major

advantages associated with owning a share in an aircraft, is the ability to go from one

point to another anywhere in the United States with less than 24 hours notice. Fractional

ownership companies do not have the need to return to a certain airport-like hubs for

airlines, thus causing potential issues with crews having to be sent to an aircraft which are

not located at their assigned gateway airport. As a result, aircraft can be scattered

throughout the United States, and could potentially be located at airports not serviced by

the airlines.
 Transporting crew members from their gateways to where the aircraft that they are

assigned to is not only a fiscal cost but also a time costs that becomes an issue to a

company. In a world of cost cutting measures, and additional charges being passed on to

the customer, operational efficiency within the aviation industry is critical. Limiting

costly fares and crew down time associated with travel is a consideration most companies

have begun to take a harder look at. In the current state of economic turmoil, it is now

essential to find ways to operate more efficiently and continue to remain profitable. This

study is designed to look at the current methods which fractional ownership companies

are utilizing to move their crew members from assignment to assignment. Also, this

researcher will be taking a look to see if any more efficient methods of moving their

crews are available. This researcher’s goal is to determine which method is most

financially advantageous to these companies.

Limitations

There are potentially a number of limiting factors involved in this study. The study is

limited to only Fractional Ownership companies in the aviation industry. This study will

only look at crew movement throughout the United States. This study will only use

average airline ticket costs. Although these limitations may not give an accurate

representation of working conditions for all situations, keeping a tight and narrow focus

will allow for successful project completion.

Delimitations

This study will not take into account the cost of fuel or pilot salaries. International

crew movement will not be a factor in this study. Any nonstandard deals that companies

may have with airlines will not be taken into consideration for this study. This study is
solely based on cost savings and does not account for any pre-existing labor contract that

may be in place. Finally, the downtime for aircraft maintenance will not be taken into

consideration for the purpose of this research.

Assumptions

This researcher assumes that the information provided and the results of data

collected are an accurate and true description of the current methods and procedures

currently used by fractional ownership companies. It is assumed that the information

found in this study will work for other companies that are similar enough to the ones used

in this study. Furthermore, it is the hope of the researcher that many of the findings will

be applicable across the board to all Fractional Ownership companies in the aviation

industry.
 Definitions of Terms

Hub – the central airport that flight are routed through

Gateway - a specific airport(s) denoted by a company

Spoke – the routes that planes take out of the hub airports

Acronyms

FAA – Federal Aviation Administration

FAR – Federal Aviation Regulation

GAVA- General Aviation Value Analysis

HR - Hour(s)

ROI – Return on Investment

US – United States

VLJ - Very Light Jet

 CHAPTER II

REVIEW OF RELEVANT LITERATURE AND RESEARCH

Background of Fractional Ownership Industry

Fractional Jet Ownership was originally founded in 1964 by four very well known

and respected men in aviation. These men were General O.F Lassiter, General Curtis

LeMay, Arthur Godfrey, and Jimmy Stewart. These men created a company that was

used as the civilian version of the United States Air Force Special Air Mission Squadron.

This company was called Executive Jet. (Our History Leading, 2008). In 1984, Richard

Santulli bought Executive Jet. He had a vision of the concept of selling fractional

ownerships in business jets to companies and individuals. He introduced his new concept

at the National Business Aviation Association convention in 1986. “In 1997 Executive

Jet was renamed NetJets, with the new launch of fractional aircraft ownership (Our

History Leading, 2008). Today, NetJets is the leader in the fractional ownership industry.

NetJets continues to be the largest fractional jet company and surpasses its competition

when it comes to fleet size and number of trips flown annually.

Mr. Santulli’s concept idea came about because he determined that he would only fly

on average about 100-500 hours per year. He realized that by only flying that much, he

could not justify the cost of acquiring and operating his own aircraft. He had a few

friends who were in the same predicament as he was. Simple economics spawned the

idea of sharing the annual expenses of owning a private aircraft with his three friends. To

all of the men, this "fractional ownership" seemed like the perfect idea. Mr. Santulli

would later realize that one of the major advantages of owning his own jet was the ability

to leave whenever he wanted to. Freedom becomes null and void when you have three
other owners. It was at that point Mr. Santulli decided that if he could devise “a program

with the economics of multiple ownership, but with the guarantee service, he would

create something with an enormous market potential (Our History Leading, 2008).” This

idea was like no other of its time. The fractional jet ownership concept allowed

individuals and companies to travel on their own private jet, at their own convenience,

without having the burden of owning the individual aircraft.

Fractional aircraft ownership allows two or more people or businesses to own an

aircraft. The portion of the aircraft that an individual or company owns is based on how

much they are willing to spend. Fractions start at 1/16th which usually represents 50 hours

of flight time per year. The major benefits to fractionally owning an aircraft is the

minimal cost of ownership, maintenance and upkeep for each company. Aircraft

fractional ownership is not necessarily meant for the average Joe, it is more for the elite

companies and individuals who do not want to deal with the stress of the airlines. By

buying into these fractionally owned aircrafts, individuals and companies can experience

the quality, convenience, safety and comfort that they would if they solely owned their

own aircraft. They are able to fly out of smaller airports closer to where they live or

work, and fly to airports closer to their final destination. These clients’ time is extremely

valuable, so the ability to fly to these smaller airports closer to their final destination is

not only a time cost saver but ultimately a fiscal cost saver. Another benefit of investing

in a fractionally owned aircraft is that no matter where the aircraft is the day before, it

will be waiting for you in the morning at the closest suitable airport of the owner’s

choice. (Fractional-Aircraft, n. d.)

 During a phone interview with Citation Shares’ Chief Operating Officer William

Schultz, he explains that covering the customer trip is the most important thing for a

fractional ownership company. When a company is unable to fulfill the customer trips,

those trips must be sold off to third party charter companies. The cost incurred when

selling these trips off is one of the largest expenses for a fractional company. In order to

prevent the high cost of hiring outside charter companies to cover customer trips and to

continue a successful operation, a company has to have both airworthy aircrafts and

crews. An airworthy aircraft has to meet all maintenance schedules including but not

limited to minimum equipment list (MEL) schedules, flight hour/ calendar time limitation

items, service bulletins (SB), and airworthiness directives (AD). These maintenance

schedules have to be strategically coordinated to fit between owner trips. With regard to

crews, scheduling can be at times a daunting task. Crew tour schedules can vary in

number of days but typically companies have their crews on either a seven day on and

seven day off or six days on and six days off schedule. Crewmembers start and stop their

work tours out of their gateway. Depending on the company, there can either be

designated gateways or crewmembers are able to live anywhere that is close to a major

airport that offers airline service. For companies who have designated gateways, the

number of gateways is typically driven by the need to hire pilots. Gateway airports are

typically determined by three factors. These factors are: what airports are the aircraft in

the fleet most likely to be located, what airports have a variety of airline services, and the

final factor that is taken into consideration is what airports have maintenance facilities

that can services the aircraft in a company fleet. Developing optimal schedules by
utilizing both crews and aircrafts as efficiently as possible is what a company strives for

every day.

Comparison of airlines to fractional ownership companies

in crew movements
Airline crews bid for the gateway they desire. These gateways are then based on

seniority and availability. Crew members start and stop their rotations from these

designated bases. Crew members may live wherever they desire; it is however each crew

member's responsibility to arrive at their designated gateway at their assigned time.

Sometimes this means the crew member must expend their own time and money. They

are able to ride standby or ride in the jump seat if there is no room available. Depending

on location or base these transports can be fairly easy or very difficult. If crews change

aircraft during their work rotation, the airline will coordinate their transportation to other

aircraft. Most times crews will ride in the jump seat so that the airline does not have to

give up a revenue seat. Other methods of crew movement that the airlines utilize will be

explored later in this study.

With regards to the fractional ownership industry, there are a variety of methods and

rules regarding crew member living locations and crew movement. Depending on the

company, some companies require their crew members to live near specific

gateways/bases. Others allow their crew members to live anywhere in the lower 48 states

but have some specifications. If there are no assigned gateways/bases, usually crews are

required to live a specific distance or time from a “large” airport. A “large” airport can

be denoted by either a specific number of airlines that have service at that airport or it has

to be an airport that offers international flights. These airport specifications are at the
company’s discretion. Even companies with specified bases/gateways have a required

amount of travel time to be at the airport that crew members have to live within. The

companies will then utilize a variety of methods to transport the crew members from their

gateways to wherever the aircraft they are assigned to is located.

Fractional ownership companies can utilize different methods of moving crew

members. They can send their crew members on the airlines, utilize car services for short

distances, or aircraft within the company fleet to ferry crew members. Sometimes

companies might even have an aircraft whose purpose is to move members.

When traveling on the airlines there are some repercussions that a company incurs.

Airlines are notorious for being delayed. The airlines operate on a hub and spoke system,

which means that crew members will have connection flights. If there is a delay, there is

a probable chance that a crew member could miss their connection flight. Although

airline tickets are relatively cheaper than ever before, typically fractional ownership

companies will have to buy last minute tickets or refundable tickets. Last minute tickets

or refundable tickets are normally more expensive than regular tickets. This cost can add

up to a large expense over the course of a year.

Not only is there a fiscal cost of utilizing the airlines but there is a time cost that

needs to be taken into account. When taking into consideration the time it takes for a

crew member to drive to the airport, it must be kept in mind that they typically need to

arrive two hours prior to departure, park, check in, get through the security lines, any

flight delays, the connection time, and the total flight time. A trip that could have only

taken a few hours, now has taken half a day. Crew members can only be on duty for a

certain number of hours in a twenty-four hour period. Duty and rest time is governed by
rules set forth by the FAA. Crew member travel on the airlines is taken into account with

regard to their duty day, limiting the actual time a crew member can actually fly for the

company.

Some companies may utilize aircrafts within their own fleet to move their crew

members. Ferrying an aircraft to move crew members could potentially save time,

however the operational cost incurred is very expensive. Another repercussion of using

aircrafts within a company’s fleet for crew movement is that the company is operating an

aircraft that could potentially be used for revenue trips. Utilizing a company’s aircraft,

does allow for crew movement trips to depart when the company needs the crew to go

instead of trying to work around the airline’s schedule. In addition to departing on the

company’s schedule, these flights can go point to point instead of the hub and spoke

system that the airlines operate on.

The acquisition of an aircraft that is solely responsible for company use has several

benefits. A company can receive tax deductions and other tax benefits. In addition, this

aircraft becomes an asset to a company. When the aircraft is not being used to move

crew members it can be utilized to move parts or other company employees. Although

there are several benefits to owning a separate aircraft for moving crew members, there

are a few potential negative affects that are endured. Having a separate aircraft results in

high initial acquisition, upkeep and operating costs. No matter what method a company

utilizes, there are benefits and repercussions for each that need to be evaluated.
 The Value of Time

Many corporations do not adequately investigate the tangible and intangible benefits that

business aviation provides. The common misperception is that business aviation is more

of an executive perk rather than a cost-effective tool. (Kovach, 2000). There are both

tangible and intangible benefits when it comes to calculating the value of time.

According to Business and Corporate Aviation Management, “the most obvious and

quantifiable advantage of on-demand air transportation is the amount of time saved for

passengers. Access to 10 times the number of airline airports, fewer check-in formalities,

direct routing, landing near the business destination, an no waiting for luggage save

major portions of days for single trips and full days for multiple-leg trips”(Sheehan, J p

1.19). The book also gives an example of how to fiscally calculate the value of time. “a

coach airline fare to ft. Wayne will cost x$, where as the company airplane (or charter)

will cost $X+__” (Sheehan, J p 1.20) This vice president is trying to get to a meeting.

When looking at cost, the company will look at the value of an employee’s time. “Many

companies mistakenly equate the value of an employee’s time with his or her

compensation level” (Sheehan, J p 1.20). For example, an employee who makes

$250,000 per year is worth $125 per hour ($250,000 divided by 2000 hr of work per

year). “If this executive has to leave the office 3 hours before a scheduled airline

departure, stay overnight at the destination due to inadequate airline schedules, drive a

rental car 1 hour from destination airport to the real destination, and invest another day

returning to base, the waist of time, talent, and ultimately, dollars add up rapidly.”

(Sheehan, J p 1.20)
 Research Statement

This research is intended to determine if aircraft fractional ownership companies are

using the most efficient method possible to move their crews across the United States.

Initially, it is hypothesized that there is a more efficient method to move crews around the

United States rather than solely utilizing the airlines or utilizing their current fleet that

could potentially be used for revenue trips. This researcher is attempting to determine if

aircraft fractional ownership companies can save money in crew transportation;

specifically focusing on more efficient methods of moving crews across the United

States.

Statement of the Hypothesis

This researcher’s hypothesis states: Solely utilizing airline services to transport

crews diminishes the Return on Investment for a fractional ownership company.

This researcher’s null hypothesis states: The current method of solely utilizing airline

service has the highest Return on Investment for a fractional ownership company.
 CHAPTER III

RESEARCH METHODOLOGY

Research Design and Method

The objective of this research is to determine if aircraft fractional ownership

companies are using the most efficient method possible to move their crew members

around the United States. This quantitative study will take a look at the current methods

being used. The researcher will then look at any other possible methods of crew

movements. Next, the efficiency issues from the current methods will be looked at and

evaluated. From there, a cost benefit analysis will be prepared to show if the current

method are the most proficient method or if the company should follow another method

presented.

Sources of Data

The research design consists of two parts. 1) Three different scenarios will be given.

Within each of the scenarios, different methods of crew movement will be studied. These

scenarios will be described in further detail in the procedures section of this study. Data

will be collected from a variety of sources that will include but will not be limited to

internet websites as Orbitz, Expedia, etc. to obtain an average cost of airline tickets.

Operational, acquisition, and time costs will be evaluated in accordance with industry

averages. 2) A cost benefit analysis, General Aviation Value Analysis, and a Return on

Investment (ROI) equation will be used to analyze the current efficiency issues, along

with any possible alternative methods for crew movement.

A GAVA, also known as a value analysis is a “quantitative comparison that depicts

the differences in travel costs, travel time, overnight stays, and per man-hour required
between the present travel modes and the other modes under consideration. This

comparison will validate the relative equivalence of the airplane’s direct cost versus the

present travel costs. In addition, it provides a very clear indication of the manpower

savings that are likely to result through the utilization of a business airplane.” (Wells &

Chadbourne, 2003, p.180). Typically this type of analysis is done when a company is

trying to decide if they can justify the acquisition of a business aircraft, or if the current

travel mode, normally being the utilization of the airlines, is the best method of moving

their employees and executives around. Not only is the tangible cost of what

expenditures associated with acquiring a business aircraft taken into consideration, but

the time savings is also taken into account.

“There are several factors to consider when determining just what ‘saved

time’ is worth. One is comfort and its relationship to morale and

productivity. The frustrations involved in fighting heavy automobile

traffic, standing in line at the check-in counters or gates, or even waiting

to make connecting flights can substantially reduce a person’s energy and

morale. The more discomfort and inconvenience that is eliminated, the

better a person is apt to perform.” (Wells et. al., p.180).

With this, the value analysis addresses the very real factors brought up in the aviation

industry factors like time management, fiscal responsibility and overall efficiency. A

company’s employees/ crew members are on extreme time constraints and by using the

analysis to determine the most resourceful way of transportation could make the

difference of a few dollars to a few thousand dollars in the grand scheme.

 Data Reliability

The data used in this study will come from various company web sites and industry

statistics. Data will be collected from companies such as NetJets, FlexJets, Citation

Shares, and Avant Air. These companies are leaders in the fractional ownership industry

and provide very valuable information for the purpose of this study. Operating cost and

various other data will be provided and verified according to the National Business

Aviation Association and other industry resources.

Procedures

For this study Daytona Beach International Airport (KDAB) has been chosen as the

“gateway” airport. From here, four other airports have been randomly selected based on

their distance in nautical miles from Dayton Beach International. These airports will fit

within a distance range set by this researcher that represents the base line for this test.

The range will be 0-100, 100-500, 500-1000, and greater than 1000 nautical miles. These

airports are Orlando Executive (KORL), Atlanta Peachtree-Dekalb (KPDK), Teterboro

(KTEB), and Phoenix Sky Harbor International (KPHX). All of these airports have been

listed in the top twenty general aviation airports in the United States.

Next, each city pair will be put through different tests that will look at time, trip, and

crew member cost to the company. The different tests will look each trip utilizing the

airline services, aircraft within a company’s fleet, and an aircraft outside the company

fleet.

Following collection of data by use of the previous mentioned tests, statistical

templates and spreadsheets along with SPSS will be used to compile and calculate the

findings. This data will then be used to provide descriptive statistics and construct
graphic illustrations that describe and assisted in interpretation of the research findings.

The hope of this researcher is to use statistical analysis to develop inferences, their

significance, and establish a confidence level in the sampling representation of the

aviation population. In addition a cost benefit will be included to offer suggestions as to

the most fiscally responsible plan of action. These findings along with conclusions based

on an evaluation of the research hypothesis will be presented in the closing or conclusion

of this study. These recommendations will be presented in the final chapters of this

study.
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