www.vistajet-think-global.com VistaJet Think Global world tour Leg - PowerPoint PPT Presentation

VISTAJET Think Global www.vistajet-think-global.com

VistaJet Think Global world tour Leg One Leg Two 2 Dec | Depart London 7 Dec | Kiev 27 Jan | Depart London 1 Feb | Johannesburg 3 Dec | Hong Kong 7 Dec | Bucharest 27 Jan | Kumasi 2 Feb | Cape Town 3 Dec | Beijing 8 Dec | Delhi 28 Jan | Accra 6 Feb | Maputo 4 Dec | Vladivostok 9 Dec | Mumbai 28 Jan | Abuja 6 Feb | Kampala 4 Dec | Ulan Bator 10 Dec | Dubai 29 Jan | Lagos 7 Feb | Nairobi 5 Dec | Almaty 11 Dec | Riyadh 30 Jan | Kinshasa 7 Feb | Dar Es Salaam 6 Dec | Moscow 12 Dec | Return London 30 Jan | Lubumbashi 8 Feb | Return London 31 Jan | Luanda

Financing non-scheduled airlines VistaJet vs. Managed • VistaJet’s business model is scalable (streamlined fleet & purchasing power) • VistaJet caters to passengers, managed caters to aircraft owner • Consistency of service across entire fleet • VistaJet provides an identical fleet across all aircraft types • Complete control over product – No individual owner tastes or aircraft requirement – Cabin constantly reassessed to ensure home-away-from-home environment – You know exactly what is waiting for you at the airport, and in the air • No owner permission required

Financing non-scheduled airlines VistaJet vs. Fractional • Guaranteed availability with no capital commitment or asset risk • Fully predictable flying cost for the customer • Simple three page contract – VistaJet obliged to fly, Customers obliged to pay • VistaJet fleet composition and exchange tailored to market needs, not to share ownership • VistaJet Program mirrors customer exact needs, not mathematical fraction • Fractional origins in U.S tax-depreciation

Financing non-scheduled airlines Branded Non-Scheduled Airline • Access to entire fleet – take customers wherever and whenever they choose • Brand recognition and Customer loyalty create fans – 10,000 single international flights in 2012 • Guaranteed revenue from long-term customer contracts • Privately-owned fleet gives absolute privacy and discretion on who flies and where • No home base – Always one step closer to the next Customer and no positioning costs • Airline operating procedures and controls • High barriers of entry • Youngest fleet in the sky – Average fleet age of 18 months - all operating under manufacturers warranty

Does it make sense to own aircraft As an airline - y es! Or if you fly more than 600 hours per year… – Fleet buying power provides better pricing from the OEMs – Larger fleets gives greater cost-benefits in operations – In control of fleet - no third parties to influence operational and purchasing decisions • Except the customer demand of course!

Why business jet operators can be stronger than airlines • Point-to-point offering • Closer to final destination – not limited to large airports with slot restrictions • Not trying to protect market share on saturated un-competitive routes • Quick to react to market changes – in hours not months • Only fly when yield achieved • Yield is driven by sector length and cabin size, not Average Seat Kilometres • Asset quality - large cabin business aircraft retain higher residuals than commercial • Different customer demographics: – High-net-worth individuals, entrepreneurs, large multinational corporates – UHNWI much more resilient in downturns – Entrepreneurs flew more - not less - during last recession – Direct world trade is a continuing trend

VISTAJET Think Global www.vistajet-think-global.com