The idea chain in the business lifecycle begins from a good business idea, followed by a sound product idea, an innovative marketing idea to a brand idea, advertising idea and creative execution idea. Strong ideas in the first few stages of the lifecycle help establish a sustainable, successful enterprise. However, infusing life into an enterprise in the later stages becomes more difficult with every passing stage. The power of that good business idea is to set off the idea chain.
The 50s and 60s gave birth to two schools of thought in civil aviation. One school acknowledged business as the primary consumer motivation to fly and focused on saving time. The other school believed passengers flew for pleasure and added enjoyment to air travel. From the first school of thought was born Concorde and from the second, Airbus and Boeing. Time stands testimony to the strength of each idea. While Concorde flew its last flight in October 2003, Airbus and Boeing continue to grow. Their powerful idea captured the pulse of masses and not just the flights of niche fancies.
Similarly, Capt Gopinath’s idea changed the face of the Indian civil aviation industry. Air Deccan got Indian aviation to compete with Indian Railways. The surest indication of its success was in fact its buyout. Kingfisher, differentiated on its premium flying experience, failed to quell the trend of no-frills flying with its takeover of Air Deccan. And today nearly 60% of its fleet flies as Kingfisher Red, the altar ego of the über premium Kingfisher.
Jet Airways also believed the airline had passengers traveling on business in the front and passengers traveling on business at leisure behind. But with JetLite and now Jet Konnect, they have acknowledged the winds of change. Our national flier Air India is now considering the strategy of flying low-frills.
The systemic issues of the industry notwithstanding, Capt Gopinath chanced upon a powerful business idea that changed the direction of the aviation industry.
And his second innings with Deccan 360 is no different. Touted as India’s first cargo handling and express logistics firm, Capt Gopinath again forays into blue ocean territory; this time marrying aviation with logistics. Very few before him have transitioned from one successful idea to the next. Cases in point are India’s dot com one-hit-wonders. Good business ideas, like Air Deccan, show they have bring about changes in the market and have the power to survive. And pioneers like Capt Gopinath not only became the richest man to sell the cheapest airlines, but, on a lighter note, with Deccan 360 he can truly be crowned the most creative.
(The author is National Creative Director at Leo Burnett)
