ightglobal.com 22-28 May 2018 | Flight International | 35
BUSINESS AVIATION
HondaJetBillyPixnose section. Combined, those features im-
prove fuel efficiency by at least 10%, Fujino
claims. But they also complicated the devel-
opment and certification process, which was
further held up by challenges with validating
the aircraft’s GE Honda Aero Engines HF120
turbofans. However, additional fuel efficiency
gave Fujino more flexibility to incorporate
customer-friendly interior design features
such as the lavatory skylight.
In Fujino’s view, HondaJet’s unconvention-
al configuration normally would be impossi-
ble in the aviation industry’s product devel-
opment culture. He criticises the
committee-based approach to decision-mak-
ing in aircraft design, with the need to balance
the demands of various engineering teams –
wings, fuselage, systems, or empennage – pri-
oritised over the customer’s interest. At
Honda Aircraft, much of the fundamental de-
sign and decision-making falls to Fujino, who
is also chief executive of the company.
So far, that approach seems to be working
for HondaJet. Customers are now flying 84
aircraft delivered from the factory, making the
HondaJet last year’s top seller in its light or
entry-level jets category.
HondaJet’s early success has inspired imi-
tators. In the last few years, other business jet
manufacturers have spoken of a new appreci-
ation for automotive-style design features.
Some have even incorporated certain fea-
tures, such as skylights and standardised liv-
ery schemes, that Fujino claims as his intel-
lectual property. After noting that he holds a
patent for integrating a skylight in a business
jet cabin, he avoids answering a question
about whether he would take legal action
against infringement.GAINING TRACTION
For Honda Aircraft, there are other priorities
at the moment. The HondaJet has gained mo-
mentum after 18 months of customer deliver-
ies. The Greensboro, North Carolina factory is
building new aircraft at a rate of four per
month. During a tour of the final assembly
line, nine aircraft were in various stages of
completion. In the hall, there is room for a
second assembly line.
To expand production, HondaJet must
find a way to increase sales. Signs suggest
the market is heading in the right direction.
During the first quarter of this year, the in-
ventory of used business jets of all sizes
dropped below 10% for the first time since
before the 2008 recession, according to fig-
ures released by JetSmart on 9 May. Tightsupply of used jets usually indicates higher
demand for new aircraft – which gives man-
ufacturers additional pricing power.
However, Fujino again diverges from busi-
ness jet industry convention. “My viewpoint
of the business jet industry is a little different.
Many people treat the business jet market
with macroeconomics, like GDP,” he says.
“But the business jet industry is not like auto-
mobiles or houses. The population of prod-
ucts is much less than the automobile or
housing market.”
He acknowledges “some correlation” be-
tween GDP and sales, but stresses that a “hit”
product has an impact: “If HondaJet sold 50,
the market will increase 5% or 6%. It’s very
different [in the automotive market]. Even if
[Honda] has one big hit in automobiles, it
doesn’t affect the percentage. Of course, I’m
looking at the macroeconomic statistics. But
what I’m looking at more is how the business
jet market can be expanded instead of looking
at GDP or the gross economy.”For a clue about Honda Aircraft’s strategy
for broadening the base of business jet users,
Fujino points to a recent partnership formed
between All Nippon Airways (ANA) and
HondaJet in Japan. “We provide a feeder ser-
vice using HondaJets. Not many people know
business jets or even how to charter business
jets in Japan, because there is no culture to
use business jets. Only a few people use them.
But if we have a partnership with ANA, prob-
ably many people start to notice how busi-
ness jets can be used,” he says.
Such an agreement potentially offers a new
route to market for business jet manufactur-
ers. In the entry-level jet category, a vast ex-
periment in jet-powered air taxis fell apart
because certain operators, such as Florida-
based DayJet, tried to grow too quickly.
“I understand the DayJet concept. It was
very attractive in the beginning, but a little
bit too far from reality. You have to take real-
ly small steps. My first step is to increase the
fleet of HondaJets to a certain level,” Fujino
says.
“If we could estimate how many hours are
available from those aircraft, probably, I think
we can arrange a time-sharing type business
because airplanes are available,” he contin-
ues. “What we are doing now is we try to
achieve that fleet size. That’s why we do not ❯❯“I really want to change the
aircraft field – the automotive
thought process is not just
about saving weight”
Michimasa Fujino
Chief executive, Honda Aircraft