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