Manav Singh is happy that he’s not carrying mass passengers. He’s also happy that he’s dealing with only HNIs. STEVEN PHILIP WARNER explains the joy and nervousness behind this leader’s passion for flying
He likes playing golf. He’s a fan of rock music, loves driving sports cars and owns 9 chartered planes. Wait, we’re not talking
of Tiger Woods here; nor is the reference to the lead singer of some rock band; and no, it’s not Richard Branson either (though our man loves Branson’s autobiography ‘Losing My Virginity’). But, Manav Singh, MD of Club One Air probably has picked up traits from the best in probably every field; something that sets him apart from run-of-the-mill CEOs in the Indian context. Dressed in a purple shirt and tie combination, with keen eyes scanning the ‘strategically’ divided geographical India on the white board in his office, Singh exudes a different aura altogether. Unlike others in the aviation sector, this man deals with high net-worth individuals (HNIs) and chartered planes; and currently boasts of a clientele comprising of the who’s who from both the business and political fraternity of India! “I think that the general airline industry is cluttered, considering the size of the market. Growing at 40% is not healthy for anybody. The airlines just went for an overkill. Healthy growth would mean growing at about 10%,” is how Manav expresses his view on the oversupply in Indian mass ‘air’ transportation.
In sharp contrast to other aviation players, Singh has mastered the Blue Ocean Strategy and has created a niche market for Club One Air. He’s managed to stay more than a kitten’s whisker away from indulging in the loss-making ‘mass’ air carriage business; a business which as per the Centre for Asia-Pacific lost a teeth-rattling $500 million in 2007. Surely, Manav was not ready to give up the hard earned dimes of his stake holders in a jiffy, all in search for quick glory! “I’m happy I stayed away from the general aviation market in India. Our business is growing and we have a growing count of customers,” reveals Manav.
He likes playing golf. He’s a fan of rock music, loves driving sports cars and owns 9 chartered planes. Wait, we’re not talking
of Tiger Woods here; nor is the reference to the lead singer of some rock band; and no, it’s not Richard Branson either (though our man loves Branson’s autobiography ‘Losing My Virginity’). But, Manav Singh, MD of Club One Air probably has picked up traits from the best in probably every field; something that sets him apart from run-of-the-mill CEOs in the Indian context. Dressed in a purple shirt and tie combination, with keen eyes scanning the ‘strategically’ divided geographical India on the white board in his office, Singh exudes a different aura altogether. Unlike others in the aviation sector, this man deals with high net-worth individuals (HNIs) and chartered planes; and currently boasts of a clientele comprising of the who’s who from both the business and political fraternity of India! “I think that the general airline industry is cluttered, considering the size of the market. Growing at 40% is not healthy for anybody. The airlines just went for an overkill. Healthy growth would mean growing at about 10%,” is how Manav expresses his view on the oversupply in Indian mass ‘air’ transportation.In sharp contrast to other aviation players, Singh has mastered the Blue Ocean Strategy and has created a niche market for Club One Air. He’s managed to stay more than a kitten’s whisker away from indulging in the loss-making ‘mass’ air carriage business; a business which as per the Centre for Asia-Pacific lost a teeth-rattling $500 million in 2007. Surely, Manav was not ready to give up the hard earned dimes of his stake holders in a jiffy, all in search for quick glory! “I’m happy I stayed away from the general aviation market in India. Our business is growing and we have a growing count of customers,” reveals Manav.
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