A few nice example business plan images I found:
Steven F. Udvar-Hazy Center: Concorde (view underneath)
Image by Chris Devers
Quoting Smithsonian National Air and Space Museum | Concorde, Fox Alpha, Air France:
The first supersonic airliner to enter service, the Concorde flew thousands of passengers across the Atlantic at twice the speed of sound for over 25 years. Designed and built by Aérospatiale of France and the British Aviation Corporation, the graceful Concorde was a stunning technological achievement that could not overcome serious economic problems.
In 1976 Air France and British Airways jointly inaugurated Concorde service to destinations around the globe. Carrying up to 100 passengers in great comfort, the Concorde catered to first class passengers for whom speed was critical. It could cross the Atlantic in fewer than four hours - half the time of a conventional jet airliner. However its high operating costs resulted in very high fares that limited the number of passengers who could afford to fly it. These problems and a shrinking market eventually forced the reduction of service until all Concordes were retired in 2003.
In 1989, Air France signed a letter of agreement to donate a Concorde to the National Air and Space Museum upon the aircraft's retirement. On June 12, 2003, Air France honored that agreement, donating Concorde F-BVFA to the Museum upon the completion of its last flight. This aircraft was the first Air France Concorde to open service to Rio de Janeiro, Washington, D.C., and New York and had flown 17,824 hours.
Gift of Air France.
Manufacturer:
Societe Nationale Industrielle Aerospatiale
British Aircraft Corporation
Dimensions:
Wingspan: 25.56 m (83 ft 10 in)
Length: 61.66 m (202 ft 3 in)
Height: 11.3 m (37 ft 1 in)
Weight, empty: 79,265 kg (174,750 lb)
Weight, gross: 181,435 kg (400,000 lb)
Top speed: 2,179 km/h (1350 mph)
Engine: Four Rolls-Royce/SNECMA Olympus 593 Mk 602, 17,259 kg (38,050 lb) thrust each
Manufacturer: Société Nationale Industrielle Aérospatiale, Paris, France, and British Aircraft Corporation, London, United Kingdom
Physical Description:
Aircaft Serial Number: 205. Including four (4) engines, bearing respectively the serial number: CBE066, CBE062, CBE086 and CBE085.
Also included, aircraft plaque: "AIR FRANCE Lorsque viendra le jour d'exposer Concorde dans un musee, la Smithsonian Institution a dores et deja choisi, pour le Musee de l'Air et de l'Espace de Washington, un appariel portant le couleurs d'Air France."
Steven F. Udvar-Hazy Center: Concorde
Image by Chris Devers
Quoting Smithsonian National Air and Space Museum | Concorde, Fox Alpha, Air France:
The first supersonic airliner to enter service, the Concorde flew thousands of passengers across the Atlantic at twice the speed of sound for over 25 years. Designed and built by Aérospatiale of France and the British Aviation Corporation, the graceful Concorde was a stunning technological achievement that could not overcome serious economic problems.
In 1976 Air France and British Airways jointly inaugurated Concorde service to destinations around the globe. Carrying up to 100 passengers in great comfort, the Concorde catered to first class passengers for whom speed was critical. It could cross the Atlantic in fewer than four hours - half the time of a conventional jet airliner. However its high operating costs resulted in very high fares that limited the number of passengers who could afford to fly it. These problems and a shrinking market eventually forced the reduction of service until all Concordes were retired in 2003.
In 1989, Air France signed a letter of agreement to donate a Concorde to the National Air and Space Museum upon the aircraft's retirement. On June 12, 2003, Air France honored that agreement, donating Concorde F-BVFA to the Museum upon the completion of its last flight. This aircraft was the first Air France Concorde to open service to Rio de Janeiro, Washington, D.C., and New York and had flown 17,824 hours.
Gift of Air France.
Manufacturer:
Societe Nationale Industrielle Aerospatiale
British Aircraft Corporation
Dimensions:
Wingspan: 25.56 m (83 ft 10 in)
Length: 61.66 m (202 ft 3 in)
Height: 11.3 m (37 ft 1 in)
Weight, empty: 79,265 kg (174,750 lb)
Weight, gross: 181,435 kg (400,000 lb)
Top speed: 2,179 km/h (1350 mph)
Engine: Four Rolls-Royce/SNECMA Olympus 593 Mk 602, 17,259 kg (38,050 lb) thrust each
Manufacturer: Société Nationale Industrielle Aérospatiale, Paris, France, and British Aircraft Corporation, London, United Kingdom
Physical Description:
Aircaft Serial Number: 205. Including four (4) engines, bearing respectively the serial number: CBE066, CBE062, CBE086 and CBE085.
Also included, aircraft plaque: "AIR FRANCE Lorsque viendra le jour d'exposer Concorde dans un musee, la Smithsonian Institution a dores et deja choisi, pour le Musee de l'Air et de l'Espace de Washington, un appariel portant le couleurs d'Air France."
Drive-Through
Image by elycefeliz
sierraclub.typepad.com/mrgreen/2009/02/advice-about-recre...
In drive-throughs or anyplace, idling is, to summon the old saying, the devil's workshop. Every hour you idle, you waste up to 0.7 gallons of gas (depending on your engine type) going nowhere. So it pays to turn your engine off if you're going to be still for more than 30 seconds. In a given year, U.S. cars burn some 1.4 billion gallons of fuel just idling. Not to mention idling trucks, which waste another 1.5 billion gallons. Collectively, we emit about 58 million tons of carbon dioxide while we're essentially doing nothing.
Taking the fast-food industry as an example, and taking into account that the average McDonald's drive-through wait is 159 seconds, we can calculate that the company's consumers burn some 7.25 million gallons of gas each year. The figure for the entire U.S. fast-food industry? Roughly 50 million gallons.
The spread of American idle may be an exciting prospect for companies seeking to expand this lazy food-getting method to the rest of the world--but it's a devastating one for the environment. Consider that McDonald's plans to open 25 drive-throughs in China, following KFC's lead. KFC installed its first drive-through there in 2002 and is working on 100 more. If China and India, which is also jumping aboard the drive-through bandwagon, get up to speed, they can idle away a truly staggering figure: 30 billion gallons of gas. Every year.
www.thesmartset.com/article/article09120901.aspx
In 2000, Wendy’s led the industry in terms of speediness, taking an average of only 150.3 second to serve customers at its drive-through window. By 2008, it had reduced its average serving time to 131 seconds. But that’s still 131 seconds during which drivers are idling noisily and wastefully. According to Sierra Club estimates, people waiting at fast food restaurants burn approximately 50 million gallons of gasoline a year. At the current rate of .58 per gallon, that’s 9 million.
. . . All across Canada and the U.S., there are efforts to ban drive-throughs, just as there have been for at least the two decades. For many, the drive-through — and especially the fast-food drive-through — is the most potent symbol of the unhealthy, car-centric culture that’s making us fat and unhealthy, poisoning the planet, and locking us into an alienating, stressed-out consumerist lifestyle that for all its abundance and variety, doesn’t deliver true satisfaction and is ultimately unsustainable.
drivethrulies.wordpress.com/2009/09/08/drive-through-sham...
McDonald's is the nation's largest purchaser of beef, pork and potatoes - and the second largest purchaser of chicken.
The McDonald's Corporation is the largest owner of retail property in the world. Indeed, the company earns the majority of its profits not from selling food but from collecting rent.
McDonald's spends more money on advertising and marketing than any other brand.
. . . The impact of McDonald's on the way we live today is hard to overstate. . . . In the early 1970s, the farm activist Jim Hightower warned of "the McDonaldization of America". He viewed the emerging fast food industry as a threat to independent businesses, as a step toward a food economy dominated by giant corporations, and as a homogenizing inluence on American life. . . . Much of what Hightower feared has come to pass. The centralized purchasing decisions of the large restaurant chains and their demand for standardized products have given a handful of corporations an unprecedented degree of power over the nation's food supply. Moreover, the tremendous success of the fast food industry has encouraged other industries to adopt similar business methods.
from Fast Food Nation by Eric Schlosser
