There is another interesting take from the man who goes against the concept that widely held companies make for better business models. According to him, “When you are a private company, you can take decisions in a second. When you are a public company, you have all kinds of regularities to take care of. You therefore lack the flexibility and there are constant delays in executing ordinary decisions…” But ask him about the financials of his company, and while Singh flatly refuses to reveal details, he nonetheless openly expresses his desire to go public soon. “We’re doing very well and hope to go public soon.” Now, whether Club One will remain a closely held public company is a question for another day perhaps.There is also the well-accepted truth that going international is the manna for ailing domestic carriers. And does the Club One chief know about this? “Well, of course! We already cater to international customers and serve them all over Middle East and South East Asia …” In fact, international flights have solved the high fuel prices in India dilemma for this chief executive, as international ATF prices are lower. Surely, there are lessons to be learnt by the domestic air captains from Singh’s success and his niche-flying philosophy. Who says, being conservative and cautious does not pay. For Manav Singh, the proof of the ‘aviation’ pudding has been in the eating.
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Source : IIPM Editorial, 2008
An Initiative of IIPM, Malay Chaudhuri and Arindam Chaudhuri (Renowned Management Guru and Economist)
