How to Sell Frewing RC Jet Planes, and Other Lessons in Leadership
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Profit from opening an aircraft model aircraft store Aircraft aircraft industry is a new industry, but also a creative industry, is in the initial stage of development, there is no market saturation problem, there is a lot of market space, less competition, small entrepreneurial pressure, rich profits. Aircraft model aircraft can attract children, young consumers and many middle-age consumers at the same time, the consumer group is broad, large profit margins. Generally speaking, the opening of an aircraft model aircraft store does not require much space, nor how good the location, so the investment costs are not much, but the aircraft is a high-tech model toys, the price is generally higher, low cost, high price, natural profit is very large. Whether in terms of market prospects, or in terms of the number of consumer groups, or from the point of view of investment, the profit of opening an aircraft store is very large.
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Steve Varsano sells jets from a showroom at London's Hyde Park Corner to the likes of celebrities, potentates, oligarchs, sports figures, and other uber-wealthy people who won't blanche at average price tags in the $24-million range. He does it well: if this week's deals between Asians and Pakistanis and Americans and Ukranians (NB: none of these is a military aircraft!), the transplanted New Yorker will have grossed upwards of $120-Million.He is not , as he sometimes blasts others in his profession, "some guy with a laptop and a telephone" taking orders for used planes.
The Jet Business (as Steve named the company he founded in 2011 and whose doors opened January 3, 2020) has brought new techniques and software to this business which is virtually recession-proof in today's global economy. Steve and his staff of 11 people do their work in an actual showroom for business jet aircraft at the cross-roads of one of the busiest and most lucrative traffic circles in the Western hemisphere. Exit your chauffeured limousine in front of the Wellington Arch, enter the showroom and you already have that plush "private jet" feel. Enter Steve's private office and you find yourself inside an Airbus ACJ 319, where, at the tap of an app, his proprietary software can match you not just to the jet of your dreams, but to the jet you really need. Only he won't tell you this in those words.
"You can't say to a customer, ��You need this plane'," he says of his super-rich clientele accustomed to reverential audiences, "you direct the customer to this conclusion; the key to successful sales is to have the client tell you what you want him to say �C you have to subtly direct the client."
Steve's passion for planes goes back to his childhood: he has a BS degree in aeronautical science from Embry-Riddle Aeronautical University in Daytona Beach, Florida, and has worked in the aircraft industry since his college days nearly 40-years ago. His passion for the industry, he says is what compelled him to start his unconventional business. But passion, he soon found, wasn't enough: " The first eight months were disastrous," he remembers. "I hadn't thought about actually running the day-to-day business; I had only thought about how to sell jets �C not about HR or sick leave or landlord and maintenance issues, which were taking up all of my time as a leader and manager."
The market for jet planes is pretty small��but the market for leadership advice is not, and Steve's experience is pretty vast. I asked to boil down his leadership advice into a shortlist of ten things you need to know to be successful in leading a new business:
Be passionate. You have to love what you're doing every minute you're involved, and you need to be excited by the prospect of trying something new and creative.
Listen, listen, listen to everyone's opinions and insights��but remember: it all boils down to one person (you) making the final decision. At the end of the day, most successful businesses are dictatorships.
PROMOTED
Identify your goal and work backwards to draw a plan to get you there. Many people identify the goal but get lost along an ill-defined path to that goal.
Nothing ever goes as planned. This is normal; don't be disappointed and give up. That plan you created to get you to your goal will need to be re-set many times because there is no straight path from A to B.
People rarely do what they say they are going to when they say they are going to do it. This is human nature; plan and measure your expectations accordingly.
Running a business is a great place to be when you have good news, but it's a very lonely place when the bad news comes in. You can share good news with others, but it's the bad news people will remember. So keep the bad news to yourself while you work on fixing things.
Don't for a minute think that an e-mail or a text or even a phone call will ever replace a handshake and networking as the means of expanding your business. Get out there and meet people.
We're not at college anymore �C surround yourself with professional, high-energy, positive people who know more than you and know what they're doing. Don't hire your friends and certainly don't hire people who are energy-drainers, "glass half-empty" people.
Work hard, play hard. Having fun outside of work creates new energy��and brings new people (and contacts!) into your life.
10. Be humble. Keep your ego in the trash bin. Don't try to be the biggest guy in the room; it's OK to be super self-confident, but having an inflated ego is dangerous: it can create rifts between people and it's just ugly. Having an inflated ego is worse than being greedy.
It took Steve nearly a year and a half to feel confident about the future of his business; even today he has concerns that an epidemic such as SARS �C which would keep wealthy people from travelling and shopping worldwide �C could hurt the business. To stay ahead of that possibility: offices in New York and Dubai are on the drawing board. His biggest problem is staff: "I need to find another me.
