You knows the Airbus. But you need found the founder of the Airbus.

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Paramount Airways has signed an agreement at the Paris Air Show with European airplane maker Airbus SAS to buy ten A321 passenger jets and an option to buy 10 more. The fleet expansion will allow Paramount to start international operations in 2010. This is the only such big order from an Indian airline firm in about two years.

Overseas routes: Paramount’s M. Thiagarajan has said the carrier has got a commitment from European funding agencies to finance the purchase. The carrier will complete five years of domestic operations in 2010.Each Airbus A321 carries a list price of $90.3 million (Rs434.34 crore) but it is likely that, given the global economic slowdown, Airbus would offer some additional discounts.

Domestic carriers are expected to post combined losses of at least $2 billion for the fiscal year ended 31 March. Breaking with its earlier plans, Paramount, which flies a fleet of five Empresa Brasileira de Aeronáutica SA-made Embraer aircraft in the domestic market, will use the Airbus A321 for its overseas routes instead of the wide-bodied aircraft it had considered earlier.

The carrier will complete five years of domestic operations in 2010. Under Indian regulations, a carrier can start overseas operations after having serviced Indian skies for at least five years.

Paramount’s new international flights will include routes in West Asia, South-East Asia and Africa. “We are repeating the Embraer story in international routes, too. When other carriers are bleeding with large planes such as Boeing 777s and Airbus A330s, we are opting for small and mid-size Airbus planes,” said Thiagarajan, adding that the carrier has got a commitment from European funding agencies to finance the purchase.

Following its domestic model, the international flights of Paramount Airways will also have only first and business classes, Thiagarajan said. A typical Airbus A321 can include about 180 seats in an all-economy configuration, but Paramount’s A321 are likely to have 150 seats in the no-economy configuration.

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Moreover, what is the speed to marketing of the Airbus A380 and the product platform?

Thanks
Evaluate the performance and the put forward reasons on advertising and marketing aspect. Please tell me that what is the promotion tools has been used on that case.
Many thanks!

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France is home to the world famous Eiffel Tower in Paris which is the pride of the people of the Republic of France. The Eiffel Tower is the masterpiece of Gustave Eiffel who was a French structural engineer and architect. France is frankly synonymous with the Eiffel Tower.

France is most importantly also the fashion capital of the world being the birthplace for the world famous fashion house Chanel. France has contributed handsomely to the world of women’s wear, both inner and outer. France is also notably the perfume hub of the world, making the people of the world a pleasant smelling race. France also boasts being the home of Airbus, an aircraft manufacturer based in Toulouse, France. Airbus is responsible for producing almost half of the world’s jet airliners. France is also responsible for giving the world Champagne, something a celebration would be nothing without.

France is the largest of all the countries of the European Union with the sixth largest economy in the whole world. It is one of the founding members of the European Union and the United Nations. It is also one of the five permanent members of the United Nations Security Council. France is the world’s most visited country with an astounding 82 million people touring France every year with the figure going nowhere but only up. It is also the fifth largest exporter and fourth largest importer of manufactured goods. France holds the second position for receiving the highest foreign direct investment in the world.

France gets almost 82 million tourists each year who visit the Eiffel Tower, Louvre Museum, Palace of Versailles and the Arc de Triomphe to name a few of the most visited tourist attractions. France was the homeland of Napoleon Bonaparte in the 19th century who conquered most of continental Europe. Monarchy slowly gave way to democracy in the 20th century in France. The French railway network is the most expensive in the whole of Western Europe. France also takes credit for jointly producing with England the world’s first aircraft that could travel at twice the speed of sound, the Concorde.

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Aircraft producer and Exporter Boeing expects a significant boost in its sales and revenues with its recent deal with Emirates. Recently, the Emirates disclosed its plans to order 10 Boeing 747-8 cargo planes from one of the world’s leading plane makers and Exporters. The deal closed by the two companies is reported to be worth $3.3 billion.

Emirates’ decision to order planes from Boeing is considered as a big blow to another aircraft manufacturer and Exporter Airbus, which is the competitor of Boeing in the industry. Prior to the deal between Boeing and Emirates, the latter backed out from its original plan to purchase A380 planes from Airbus due to certain production problems.

The deal was made at Farnborough, which is considered, as the largest airshow in the world and where plane producers compete for custom. Regardless of the retraction of Emirates, Airbus has closed a $1.7 billion deal with Afriqiyah Airways in Libya. The Libyan Airline Company has ordered some 12 of the smaller aircraft models of the European plane Exporter. Airbus, then, expects a boost in its revenues through its deal with Afriqiyah Airways and other air travel companies in the world.

It must be noted that the deal between Boeing and Emirates is among the first aircraft deals made with the United States after the trade sanctions on United Arab Emirates were removed. According to reports, Emirates, which is based in Tripoli, closed a non-binding agreement to buy 3 A330’s and 9 A320’s from the North American plane producer and Exporter.

At the same time, EADS, which is the parent company of Airbus has stuck a deal with Libya in order to construct a training center for aircraft maintenance and pilots in the country. The agreement was aimed to further improve the entire airline sector of Libya. During the airshow in Farnborough, EADS new co-chief executive state that the European aircraft Exporter is planning to set up a technology center in Britain.

Aside from the above mentioned deals, other agreements disclosed during the airshow included the 2 orders from Pegasus Aviation Finance Company and a contract signed by the BAE Systems with the UK government. The order of Pegasus Aviation Finance Company won by plane Exporter Boeing was reported to be worth around $306 million. Meanwhile, the deal with the BAE Systems that consisted of 12 Nimrod coastal patrol planes was worth $1.1 billion. During the Farnborough airshow, Airbus also announced its plans to remodel and enlarge its A350. The A350 aircraft intended to be fuel-efficient was remodeled after Boeing’s Dreamliner 787 outplaced it in the market.

The Boeing Company is considered as the biggest aircraft producer and Exporter worldwide in terms of revenues while it ranks as the 2nd biggest defense contractor. A year ago, Boeing, which is based in Chicago, Illinois, was also named as the top civil aircraft maker in terms of value with the combination of 49% of plane orders and 45% of aircraft deliveries. That was the first time it outranked Europe’s Airbus since 2000. Currently the biggest Exporter of the US, the company’s stock is a part of the Dow Jones Industrial Average.

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My friend at school, his dad is an airbus pilot for Air Canada. I wish to be a pilot also. Can anyone give me any support for goung into the aviation bussiness?

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It was a miraculous landing, the pilots were simply brilliant!

1. Anyone know what will happen to the Airbus now stranded in the river?

2. How likely is it to be repaired and flown again?

3. When being removed from the river, will they have to dismantle the plane?

Also, if they cannot get it flying again wouldn’t it be wonderful if they stored it in some museum?

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Aviation industry :  Back into the ‘friendly skies’ by Farnborough 2010 ?

                                           SUNIL KEWALRAMANI                  February 18, 2009

As investments, airlines are best left to relentless optimists and colourful egomaniacs. Over the long term, a diversified portfolio of airline stocks has reliably lagged behind broader market averages. Airlines’ long-run operating margins have averaged just 2 per cent since 1950, says UBS.

In 2007, during the Paris Air Show, the aviation industry was flying high….the world economy was booming and credit was plenty.  Customers who had booked from Boeing and Airbus could get a premium for waiving their bookings in favour of companies interested to jump on the aviation industry growth story.  Today, airlines are happier returning their aircraft than taking delivery.  In 2008, the Amex Airline Index has plunged more than 70 %.   Not only has the game changed, the dominant players have changed as well. At Farnborough this year,  Middle-East’s Etihad Airways has ordered 45 aircraft from Boeing and 55 from Airbus, worth about $ 20 Billion at list prices.  It reinforces Middle East’s position as one of the few regions where airlines have the financial clout to expand aggressively.

Singapore Airlines, which reported its third-quarter results on 10th February 2009,, is one of the less terrible operators. It has the two qualities every carrier needs to withstand troughs: a strong brand and a patient majority shareholder (state-owned Temasek, in SIA’s case). On top of that, it has one of the world’s better-looking balance sheets: cash in the bank exceeds long-term liabilities by more than three to one; a youngish fleet of fuel-efficient aircraft; and one of the most highly rated management teams around. As such, the world’s largest airline by market capitalisation is an industry benchmark. If SIA is struggling, pity the rest.

SIA is indeed suffering. The September to December period, traditionally its most profitable, saw net income almost halve. Operating metrics were solid: passenger load factors down only 3 per cent, while costs (excluding fuel) fell 5.5 per cent. But it came a cropper on hedging, locking in purchases of jet fuel at much higher rates than the period’s average of $99 a barrel. Losses should widen: 44 per cent of fourth-quarter fuel requirements – well above the industry average – have been pre-bought at $131 a barrel, compared with today’s spot price of $56.

As those hedges fall away, however, SIA has a real opportunity to stand out from the pack by protecting its dividend. China Eastern had recently rejected Singapore Airlines’ bid to expand its operations. What is more, cash flow after capex over the first nine months almost covers last year’s dividend. In an industry that oscillates between varying degrees of over-capacity, preserving the payout would really hammer home the difference between the leaders and the laggards.

For Vijay Mallya—the self-proclaimed “king of good times” who patterns himself after Richard Branson, the launch of Kingfisher Airlines three years back seems to have come as a cropper. Slower economic growth due to unexpected world crisis along with dramatic fuel price rise earlier this year has taken the tails out of the airline industry. There are urgent demands being made for reducing sales taxes from 26 per cent to 4 per cent which could help reduce air fares.  A sanguine Mallya has called for India to ease its restrictive FDI policies, which currently prohibit foreign airlines from holding stakes in domestic Indian carriers.

Although oil prices have retreated of late, threats by OPEC to cut production coupled by the threat of inflation which could return in the wake of extremely expansionary monetary policies of the world central banks, could cause fuel prices to go up again.  Fuel costs make up about 65 % of costs on long-haul flights but only about 30 per cent of costs for short-haul flights. Qantas, one of the world’s most profitable airlines has recently grounded aircraft, suspended routes, chopped capacity, cut jobs and struck a deal with its long-haul pilots to lock in the company’s 3 per cent per annum wages policy until 2013.  In the wake of 9/11 and SARS, the Australian carrier had performed better than its peers, picking up market share as well as aircraft abandoned by airlines who could not afford them.

According to a report by Frost & Sullivan, the price of Indian fuel is based on international parity pricing, despite the fact that international crude is refined in India.  Aviation turbine fuel (ATF) rates in India, represent 40-45 % of ticket costs as compared to the global standard of 35 %.  In the backdrop of high fuel prices, domestic passenger numbers has fallen significantly from a year ago according to the Indian aviation industry.  Jet Airways  recently laid off 10 % of its workforce, only to relent and take them back under duress.  GoAir has laid off a significant chunk of its expatriate pilots. SpiceJet has announced reductions in its daily flights from 117 to 100.  Kingfisher Airlines is negotiating sale of two of the five A340-500 aircraft it had committed to buy from Airbus in 2007.  Both Spicejet and GoAir are returning planes to lessors.  It is also contemplating deferring taking deliveries of 29 narrow-bodied A320s .  In response, some have adopted the use of winglets on the wing tips to reduce fuel consumption, others are flying their aircraft at higher altitude, choosing parking bays closer to the runway to reduce taxing time.  Some are cutting down the amount of water in toilets and for human consumption they carry while others are carrying lighter plastic cutlery, food trays etc. Even the Indian government has recently pitched in by withdrawing the customs duty of 5 % on jet fuel.  In addition, oil companies are reducing ATF prices by Rs 9429.87 per kilo litre with immediate effect.

American, Continental and Delta have reduced flights to various destinations. Pratt and Whitney estimates that its EcoPower engine-washing process saves Hawaiian $ 1 million in fuel annually across 31 Boeing 767 engines.  Eight senior pilots and the US Airline Pilots Association have filed complaints with the Federal Aviation Administration stating that US Airways is pressuring pilots to use less fuel than they feel is safe, in order to save money. By removing six seats, JetBlue reduced an A 320 weight by approx 904 lbs.  Air Canada is considering removing paint and primer from its 767s to save 360 lbs per plane.   Alaska Airlines indicated in 2004 that removing just 5 magazines per aircraft could save $ 10,000 annually in fuel.  It’s new beverage cart, at 20 lbs lighter, could save $ 500,000 in annual fuel costs.  Yet, fashion favouring turbo-prop aircraft, the most fuel-efficient and environmentally friendly in the skies, should help sustain order books for the same. ONEWORLD alliance of various airlines will jointly explore options for collective buying of fuel. 

Mergers and Acquisitions enable capturing abandoned  territories :

In 2003, Air France bought rival KLM Royal Dutch Airlines and has succeeded in luring passengers away from European rivals by offering long-distance connections through its Paris and Amsterdam hubs.  Lufthansa acquired Swiss International Air Lines Ltd in 2005. It aims to match last year’s record profit by capitalizing on rivals’ weakness and by harvesting routes abandoned by competitors.  This is analogous to Southwest’s model, where Southwest is capitalizing on players who have pulled off during the downturn in the aviation industry precipitated by high oil prices. Delta Air Lines and Northwest Airlines are planning to merge.  Continental and United Airlines are also planning a close alliance.

Elite class of rising carriers emerges on the scene :

According to an article in The Wall Street Journal, the strength of this club (which includes Southwest, Emirates, Singapore Airlines, Ryanair and Deutsche Lufthansa) underscores the growing gulf between the haves and the have-nots. These powerful players are able to hedge costs, borrow money, buy new planes and pamper high-paying customers while their poorer rivals cut routes and seek cash infusions. On Singapore Airline’s five new Airbus A 380 super-jumbo jetliners, first-class passengers sleep on sheets made by French fashion house Givenchy, while coach passengers have USB ports for connecting their own electronic devices next to their seat-back video screens.  In the face of a severe industry downturn, Singapore Airlines’ operating profit rose 60 % in the fiscal year ended March 31, 2008.

Southwest Airlines  as a role model :  It’s discount-model has kept it profitable for 35 years.  It aggressively hedges fuel costs and thus has avoided current high fuel prices, to which most of the other carriers have succumbed.  It has hedged fuel at $ 51 a barrel.  The efficient hedges have enabled Southwest produce gains of $ 455 million in 2004, $ 892 million in 2005, $ 675 million in 2006 and $ 439 million for the first nine months of 2007.  It  has $ 3.7 Billion of cash in the bank and a market capitalization of $ 9.9 Billion, more than the combined market value of the six-largest conventional U.S. carriers. 

Next-Generation aircrafts :  Airbus has demonstrated its ability to fly its A380 aircraft with a synthetic liquid fuel processed from a gas called gas-to-liquid (GTL) in a three-hour flight between Filton, UK and Toulouse, France.  The new A380 has fuel efficiency of 2.9 litres a passenger for every 100 kms and carbon emissions of just 75g per passenger per km—17% less than that emitted by the Boeing 747.  Boeing 777 is the most fuel-efficient plane in its class.  The 747-8 will be 16 % more efficient than the 747-400 (and 11 % more efficient than the A380).  The A350 is the Airbus’s response to the Boeing 787 Dreamliner. Besides, EADS’s A400 M, once in service,will be capable of carrying a payload of up to 37 tonnes over ranges of up to 4700 nautical miles. Launched on July 8 2007—7/8/7 in US date format (date was chosen for impact), demand for the high-tech and futuristic 787 Dreamliner—a long-range 250 to 300-seat jet whose carbon-fibre body is set to make it 20 % more fuel-efficient than comparable models has been astounding. Dreamliner’s advanced aerodynamics (smooth wiring technology, spoilers that droop when flaps are deployed, and laminar flow nacelles lower drag) increase efficiency and reduce fuel consumption.  Higher bypass ratio allows engines to be quieter. Boeing has received orders from more than 60 customers for 892 aircraft, worth $ 145 Billion at list prices. Boeing’s energy use and carbon dioxide emissions at its major facilities are believed to have fallen 24 % between 2002 and 2007.  The Chinese white 90-seat ARJ21-700 jet is called “Xiang Feng” or “Flying Phoenix” and its appearance broadcast live on state television. 100 of the 180 bookings have come from Kunpeng Ailrines, a new venture between China’s Shenzhen Airlines and the US-based Mesa Air Group.  The arrival of the “Flying Phoenix” will truly mark the ascent of China as a leading world superpower and will energize growth in the Asian subcontinent.

Green Ross to SpiceJet’s rescue : indicative of sound contrarian call

Spicejet of India has chose as its suitor W L Ross & Co.  W L Ross has made his reputation on contrarian calls — buying into the steel industry in the US when no one would touch it, for example, and snapping up a Japanese bank when it was saddled with bank loans in 2000.

Low cost model here to stay

Air Deccan pioneered new ticketing channels at internet kiosks, petrol pumps and India post offices which helped bring down distribution costs by 12%-15% as compared to opting for a GDS (Global Distribution System) and for travel agents through the legacy system. If the motive is to cater to the large inclusive consumer base at the bottom of the consumer pyramid then the business model must create a scaleable product that delivers higher volumes at lower price points above very low costs with wafer thin margins.  The low cost model is about innovations, efficiency and enhanced asset utilization which are increasingly necessary in times of high fuel prices. The cost per available seat km of a low-cost carrier is significantly lower than that of full-service carrier.  The average revenue per seat for Ryanair, Europe’s biggest budget carrier, is Euro 39, as against Euro 247 for British Airways and Euro 57 for EasyJet, another low-cost carrier. It therefore implies that the airline with the lowest revenue per seat is at a comparative advantage and has significant cushion to tide over this rather cyclical industry.

The Indian aviation is still one of the country’s sunrise industries and both airlines and investors consider India as a compelling market. In my opinion, the oil bubble would have burst due to more durable demand destruction by the time the next Farnborough show is held in 2010.  The fundamentals viz. that India’s 1 billion people generate just 16 million domestic trips a year, is still very much intact.  This, coupled with the emergence of investors with deep pockets will ensure that the industry emerges stronger after the chastening shock. Equilibrium is expected to be found in the next two years as airlines are working to optimize capacity, rationalize routes and cut loss-making routes.

By simply raising fares, the distinction between low-cost and full-fare airlines will diminish, resulting in an undifferentiated business model. The government, on its own part, has to up its ante and improve its infrastructure. It is not uncommon to witness planes circling over destination zones in Mumbai and Delhi several times before being allowed to land, thus causing wastage of precious fuel.

The current scenario is almost reminiscent of the last downturn in the aftermath of 2001 terrorist attacks on the US.  That setback proved short-lived and so I believe will this one be.

Oil prices have retreated under the impact of unwinding of speculative positions by hedge funds and demand destruction is taking centre stage. The future belongs to the bold and daring, and not the timid and weak. The stage is set for survival of the fittest.  In the process, men will be separated from the boys.  The ongoing turbulence presents a tremendous opportunity for aviation industry players to emerge stronger than ever before.  The 2010 Farnborough air show promises to be dominated by a new set of industry players, ones that emerge victorious after trial by fire.

Note : Mr Sunil Kewalramani is a WHARTON BUSINESS SCHOOL MBA and CEO, Global Capital Advisors.  He may be reached at worldequity@sunilkewalramani.com. 

Bullet Points :

1)      The arrival of the Chinese “Flying Phoenix” will truly mark the ascent of China as a    leading world superpower and will energize growth in the Asian subcontinent.

2)          For Vijay Mallya—the self-proclaimed “king of good times”,  the launch of Kingfisher Airlines three years back seems to have come as a cropper.

3)          Launched on July 8 2007—7/8/7 in US date format (date was chosen for impact), demand for the high-tech and futuristic 787 Dreamliner—a long-range 250 to 300-seat jet whose carbon-fibre body is set to make it 20 % more fuel-efficient than comparable models has been astounding.

4)          The fundamentals viz. that India’s 1 billion people generate just 16 million domestic air trips a year, is still very much intact. 

5)          Rather than lean on the government for largesse, the aviation industry players need to pull up their socks, adopt global best practices, learn the art of effective hedging of fuel requirements, stimulate consumer demand and capitalize on battle-routes abandoned by their weaker rivals to strengthen their position in the world aviation industry. 

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We’ve been stroking our collective chin at my industrial design firm over Patrick Smith’s broadside on the aesthetic flaws of the new Airbus A380 for a over a week now. We’ve also been cogitating on Felix Salmon’s response:

“I do hold out some romantic hope that an ugly design can never be the best design; that something truly efficient is likely also to be good-looking. Maybe the A380 isn’t ugly because it’s efficient.  And just maybe there’s a solution out there which would have made it both better-looking and cheaper to construct and operate.”

Maybe. In any case, all of this takes us to the “form follows function” debate that has been haunting the world of architecture and design since the 19th century and continues to rage as you read this. Just ask superstar architect Frank Gehry, currently being sued by his ex-friends at MIT for one of his flamboyant, but apparently other than practical, designs. (And, as John Maeda points out, the ultimate 20th century architectural superstar, Frank Lloyd Wright, could be downright arrogant on the subject. Function be damned.)

As an engineering and industrial design firm operating in the real world, this is a needle that we have to thread on a daily basis. It’s important to design products that are aesthetically pleasing; consumers will always prefer a pretty product to an ugly one. It’s essential to design something that actually works and doesn’t create grief; no one will tolerate a product that ruins their day. And, finally, it’s utterly crucial for our work to make business sense — otherwise, functional or not, beautiful or not, it will never find its way to the market. Three hard-to-please taskmasters, but we manage it.

It’s all trade-offs and the three-way balancing act is not always equal, though it should be. Some products skate by entirely on beauty and offer only mediocre functionality. If you’ve ever driven a Jaguar from the 1980s or early nineties, you’ll know what we’re talking about, but that’s a poor trade-off and Jaguar ultimately paid the price, but not before countless wealthy buyers were seduced by the old Jag’s gorgeous lines. Conversely, the Airbus 380 may be ugly on the outside, but if it offers fliers a good enough experience for their money and provides airlines with smooth operation, Patrick Smith may find himself a voice in the wilderness.

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Yes! Gimme! Now! Free! On the Internet, people look for instant gratification. They don’t have the patience to wait two weeks for their requested product to come to life and be shipped afterwards. Amazon rabbits on about its special offer of one-day delivery. The Triaminic website, a medicine for kids’ colds and allergies, offers downloadable coloring books, ringtones with animal sounds and online games for spontaneous satisfaction.

Your E-now substitute

We know the nature of your products limits instant delivery. To compensate for that, you can create your own award winning e-newsletter to feed the E-now hunters with company culture insights, testimonials of happy clients, the latest technicalities in your industry. That will open a continuous communication channel, and silent the “here and now” drive.

Even if you convince prospects to join your mailing list, e-newsletter writing is like rope walking. You can lose your readers at any second, at the first wind blow, or “Honey!”-call from the bedroom. Attention is horribly volatile on the Internet. You’re still here, aren’t you?!

Gifted copywriting services providers are able to squeeze benefits out of solid rock, prioritize information, and structure his text according to the journalistic method of the “inverted pyramid” can do miracles with your sales. The “inverted pyramid” requires placing the vital information at the beginning, gradually descending to background details, so as the reader always grasps the essence. No matter at what point he abandons the story.

“The customer is not a moron. He’s your wife.”

First, placing your e-newsletter subscription form on every page of your website - not just on the home page - multiplies the number of registrations tremendously. Your top-landing page can be the work portfolio, for instance, and some readers may never click on your Home section. Secondly, applying quotations to the subject line

Submerged in the creative act, an experienced copywriter never loses sight of the increases response rate by 27% owing to the impression of a decisive citation. See? We’re already putting it into practice…David Ogilvy will never sink into oblivion. AIDA model. Walking along the creative boulevard works wonders, but advertising kneels to salesmanship. Now Claude Hopkins is talking through us.

A – Attention: Use a sizzling headline to capture attention

I – Interest: Intrigue interest with the industry’s latest discoveries and controversial topics

D – Detail: Provide details about your products and services, special offers, success stories

A – Action: Include call for action in your speech

To nurture brand loyalists, you need to generate the feeling of exclusivity. “PREMIUMIZATION” is one of the 2008 trends, as described by trendwatching.com. People crave for status and they desire to be the unique beneficiaries of a certain product or service. In 2008, every product is subject to a premium version, from bottled water to airline services. For outstanding success, train your copywriter into making each and every prospect feel that he’ll be offered the best, the scarcest, the most prestigious product.

Bling H2O is a limited edition of 750 ml glass bottles garnished with Swarovski crystals. Noticing that “you could tell a lot about a person by the bottled water they carried”, a Hollywood producer came up with this idea in 2005. More of a jewelry for VIPs, the bottles are priced between $ 17–480.

Driven by the same exclusivity obsession, Prince Alwaleed bin Talal of Saudi Arabia has just ordered himself an Airbus 380 valued at $ 320 million. For a small supplementary charge of $ 100 million, the plane will be decorated with private lounges, a steam bath, a fitness room, three bedrooms, fancy bathrooms and offices. To the Prince’s misery, estimates show that Airbus will sell at least 20 more A380s… so bye-bye “I am the king of the world!”

Last, but not least, resort to sub headlines for scan able content in your e-newsletter, and never try to trick prospects through bombastic brand promises. “You don’t tell lies to your own wife. Don’t tell them to mine!” (David Ogilvy).

In the online environment, it’s words that matter. Not deeds. Consult us before choosing copywriting services, if you aim for the best.

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