Rashid Jang, then Plan­ning Man­ager with In­dian Air­lines wrote on the orig­i­nal im­per­a­tives for Vayu­doot

Vayu Aerospace and Defence - - News - Based on the orig­i­nal ar­ti­cle Vayu’s Is­sue III/1992

The orig­i­nal im­per­a­tives for cre­at­ing Vayu­doot were es­sen­tially strate­gic in na­ture, with an el­e­ment mea­sure. The north-east­ern area of the coun­try, which is moun­tain­ous and heav­ily wooded, lacked sat­is­fac­tory sur­face trans­porta­tion. This lack of trans­port meant po­lit­i­cal, so­cial and ad­min­is­tra­tive iso­la­tion, as also neg­li­gi­ble or mar­ginal po­ten­tial for a bal­anced eco­nomic de­vel­op­ment of the re­gion. In short, the area, as a whole, was likely to be left be­hind the rest of the coun­try in var­i­ous main­stream was im­ped­ing the process of psy­cho­log­i­cal in­te­gra­tion with the rest of the coun­try.

To re­dress this sit­u­a­tion through de­vel­op­ment of con­ven­tional sur­face trans­port sys­tems is a long drawn out process and time was of the essence : there­fore, the re­course to air link­ing, the cost of which was ob­vi­ously of sec­ondary im­por­tance. It was more to pro­vide faster com­mu­ni­ca­tion and im­prove ac­ces­si­bil­ity to the re­gion for a faster pace of de­vel­op­ment. The in the broader per­spec­tives of so­cial eco­nomic and po­lit­i­cal terms, rather air trans­port sec­tor.

east were, cer­tainly the high- wa­ter marks of Vayu­doot’s achieve­ments. This mo­men­tum needed to be di­rected to­wards deeper pen­e­tra­tion, in the where the prob­lems were sim­i­lar. With in­her­ent lim­i­ta­tion of re­sources, par­tic­u­larly those of funds and tech­ni­cal man­power any dis­si­pa­tion of these on the spec­tac­u­lar was to be dis­cour­aged.

It was clear that Vayu­doot was ex­pected to go through three stages of de­vel­op­ment to­wards its ma­tu­rity:

meet­ing of so­cial obli­ga­tion, and at­tain­ing com­mer­cial vi­a­bil­ity. The time to ma­tu­rity would de­pend upon the ex­tent of funds in­vested, the speed of in­vest­ments, as also on the con­cur­rent growth of eco­nomic ac­tiv­ity in op­er­a­tions and routes com­mer­cially ma­tured, more ar­eas would be opened to air trans­porta­tion. Thus, at any given would be im­pacted by gov­ern­ment pol­icy in this re­gard, and de­ter­mined by the mix of strate­gic, so­cial of com­mer­cial mix of op­er­a­tions.

There­fore, in the con­text of re­source con­straints, the man­agers of Vayu­doot should re­ally have planned care­fully to meet des­ig­nated ob­jec­tives, in­vest­ments care­fully sched­uled as also cost of op­er­a­tions kept to a min­i­mum. The strate­gic re­quire­ment, in par­tic­u­lar, and so­cial needs in their early stages of de­vel­op­ment, both re­quired more flight in­ten­sive op­er­a­tions, rather than pas­sen­ger in­ten­sive. The need was for a low-cost, ro­bust and free-of-frills air­craft, eco­nomic to op­er­ate on air­craft-mile ba­sis, so that for a given ex­pen­di­ture mar­ket cov­er­age was max­imised.

The em­ploy­ment of Vayu­doot as a cat­a­lyst in the process of de­vel­op­ment of iso­lated re­gions and com­mu­ni­ties, as also link­ing them more closely with the na­tional main­stream, ob­vi­ously needed to be sup­ported by in­no­va­tive ac­count­ing meth­ods and pro­ce­dures. This was very im­por­tant, since dur­ing the nascent stage, cer­tainly, and may be for very long, Vayu­doot could con­tinue to re­main fi­nan­cially a mar­ginal op­er­a­tor, and meth­ods of al­lo­cat­ing ‘ shadow value’ to these needed to be de­vel­oped.

come to an ignon­i­mous end within the decade but hope­fully there is an sec­ond chance.

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