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BUSINESS AVIATION – AN ENTERPRISE VALUE PERSPECTIVE 2003 – 2009(6)

时间:2011-12-13 09:13来源:蓝天飞行翻译 作者:公务机

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BOARDROOM RESPONSIBILITY AND BUSINESS JETS
The market rewards knowledge integration, relationships, organizational agility, information, and speed. These require mobility – of high value goods, information, and expertise – in a context of traditional best practices, such as those described by Tom Peters and Robert Waterman in their classic book, In Search of Excellence, including:
“Hands-on Value-Driven” – Business leaders create exciting environments through personal attention, persistence, and direct intervention.
“Productivity Through People” – People are a company’s most important asset; systems, styles and values allow ordinary people to achieve extraordinary results.
“Close to the Customer” – Successful companies encourage customer “intrusion” into every facet of the business.
While some companies have developed strategies to mitigate the adverse impacts of today’s commercial air transport environment, others are even more proactive in concluding that mobility is key to success.
What is the role of the board of directors in guiding the productive use of business aircraft? Share-holder value is the responsibility of company boards. Our findings show that wise use of business aircraft can drive shareholder value in powerful ways. The profound challenge for company boards is to serve shareholder interests by driving the effective use of this unique and complex asset.
 
BACKGROUND
The market has introduced an altered playbook – with fresh rules that challenge our thinking, busi-ness practices and even values. Instant marketplaces have been created through globalization, and complex, highly efficient supply chains now compete for market recognition. These trends drive management’s need for greater mobility, organizational agility, knowledge integration and speed. Accelerated transaction value is evident when examining the business models of companies such as General Electric, Pfizer, Cisco Systems and Time Warner. Is it really a surprise that personal relationships are becoming more, not less, important conditions of business success?
 
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