AVINOC ICO

Abstract
In Business Aviation (BizAv), a part of general aviation (GA), processes and their optimization are
still receiving insufficient attention - even today. Digitization and possible automation are slow due
to the large number of different solutions and complex structures. In many places, the coordination
of flights, orders and customer and supplier management are effected manually or are only slightly
information-based (e-mail, Excel, paper) using a multitude of incompatible systems containing non-
integrated structures. In order to close the resulting gaps in communication and information man-
agement, intermediaries are employed. On further consideration, however, this need in itself is only
a symptom and the causes are more deeply hidden. The effects are usually high costs associated
with a large overhead of up to 35% of the actual costs of relevant services or operating material.
The causes are hidden in the systemic. First and foremost, there are delays in communication as
well as inhomogeneous...

ment of an optimal use of resources and a high level of cost reduction on the market. The primary
goal is to strengthen the BizAv market with focus on reducing the time span of the information and
payment flow to zero, thus creating an optimal supply chain. This will allow the entire global market
to be strengthened and made sustainable for the future. It will furthermore result in positive effects
on all other economic sectors of a country with well-defined BizAv. It will also enable future tech-
nologies, such as autonomous or semi-autonomous flying, to be effectively and efficiently deployed
in organizations.
3
...

Contents
1 General Aviation
6
1.1 Characteristics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.2 Use . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
1.3 Economic importance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6
2 Market
7
2.1 Operator models and usage concepts . . . . . . . . . . . . . . . . . . . . . . . . . . . 7
2.1.1 Full Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.1.2 Fractional Ownership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.1.3 Charter / Air Taxi . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.1.4 Jet Membership / Jet Card . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.2 Structure of Offers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8
2.3 Structure of Demand . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ...

5.2 Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
5.3 Objectives and mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18
5.4 Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
6 Solution
19
6.1 Root cause analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19
6.2 Application and requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20
6.3 Privacy-Classes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21
6.3.1 Which data are readable for all market participants? . . . . . . . . . . . . . 21
6.3.2 What must be visible to market participants? . . . . . . . . . . . . . . . . . . 21
6.3.3 Which data are only readable for business partners? . . . . . . . . . . . . . 22
6.3.4 General requirements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22
6.4 Approaches . . . . . ....

1 General Aviation
General Aviation (GA) covers the worldwide civilian transport of passengers and goods, primarily
aircraft and helicopters, outside scheduled (airlines) and charter flights. The GA is divided into busi-
ness aviation (BizAv, or Business Aviation) and private aviation (private aviation). BizAv covers civil,
non-scheduled, company-specific and intra-factory traffic and the commercial operation of business
jets and helicopters for the purpose of transporting people and goods.
1.1 Characteristics
General aviation, and in particular commercial business aviation - in comparison to scheduled air
traffic is characterized by the offer of non-scheduled, on demand air transport in the form of indi-
vidual transports. The departure and arrival airports are not dependent on a fixed network for this
point-to-point traffic. In addition to the availability of an operational aircraft including crew, the only
limitations are in the range of the aircraft, the airport opening hours and their slots. The serv...

production value and intermediate inputs.
The economic impact of the sector is represented by a direct, indirect and induced value. Direct
added value is attributable to direct production, operation or maintenance of business travel and
private aircraft. The use of products and services by manufacturers, suppliers and maintenance
companies in other companies represent the indirect value along the value chain. The induced eco-
nomic impact includes the financial resources spent by directly or indirectly employed employees
outside the general aviation industry.
Business aviation can generate a great deal of value for large companies that are increasingly
relying on the use of this service option to better manage their operational business. Business avi-
ation has a demonstrably positive impact on earning power and thus on the value of the companies
involved in it.(Advisors, 2017)
2 Market
The total annual revenues of commercial aviation (scheduled, charter and general aviation) in 2017
reached...

priate model for business aviation flights are, in addition to budget constraints and the expected
intensity of use, ie the flight requirement in hours, the distances to be covered, the availability of
the aircraft, the availability of the crew and the number the average number of passengers per
flight.vgl. [ Peter, 2004, S.15][ Sterzenbach, Conrady, u. Fichert, 2009, S.260][ Lang, Ziegler, u.
Linz, 2012a, S.47]
2.1.1 Full Ownership
Full ownership refers to the complete acquisition and independent operation - possibly by employing
a service provider - of a business aircraft. As a rule, these external service providers are charter
companies that also provide so-called aircraft management services.
2.1.2 Fractional Ownership
This operator model is characterized by the acquisition of a business aircraft by several investors.
In this case, the investment costs are proportionately payed by one-off payments and thus part-
ownership is obtained. In addition to the acquisition costs, there are monthly fixe...

2.3 Structure of Demand
2.3.1 Customers of the BizAv
In the context of General Aviation, the term ”customers” is used almost exclusively in Business
Aviation of The demand side can be segmented into companies (large companies, medium-sized
enterprises), wealthy individuals, agencies (tourism / events / adventure / sports) and the govern-
ment or authorities. The customer’s contract services include following objects to be transported:
–
Individuals (VIP-Service)
–
Priority goods and special cargo transports and in-house transports (with, for example, Antonov
An-225/224, Boeing 747 or Super Guppy and Beluga)
–
Supply for remote and hard-to-reach regions - worldwide, e.g. Tundra (Russia), deserts (Aus-
tralia / Africa), mountains (Alps, Himalaya region). In places, this is even the only supply
option.
–
Air Ambulance and Flying Doctors (Australia / Africa / Amazon)
–
Corporate clients for business / workforces
–
urgent go...