How should a typical Fixed Base Operator (FBO) owner or manager budget their time?

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Question restatement: How should a typical Fixed Base Operator (FBO) owner or manager budget their time?

Option 1: About 50% for managing employees and 50% for marketing and outreach activities. This split implies an equal focus on internal people management and external outreach. In practice, FBO operations require substantial ongoing attention to core business activities (tires? no—fuel, hangar, ground handling, staff scheduling) alongside outreach, but a strict 50/50 division often underemphasizes essential operational duties and safety/compliance tasks that can dominate day-to-day work. Therefore this distribution may overcredit marketing/outreach at the expense of critical operational oversight.

Option 2: bout 60% for business operations and 40% for outside liaison and community relations. The wording here has a typographical error, but interpreting it as 60% operations and 40% liaison suggests a heavy tilt toward internal processes with meaningful external engagement. While operations are important, 60% may still be excessive if it neglects the importance of community relations, customer relations, and strategic partnerships. In many FBO contexts, outside liaison and educational/community activities are more central than this option implies, making this split less accurate as a general rule.

Option 3: About 70% for running the business and 30% for outside liaison and educational work. This option assigns the majority of time to core business functions—scheduling, safety, maintenance, revenue-generating activities—while reserving a substantial but smaller slice for external relations, networking, and education. For many FBOs, this ratio aligns with the practical need to keep operations smooth and compliant while still investing in relationships with customers, partners, and the local aviation community. This balance reflects typical priorities in daily operations combined with outreach.

Option 4: About 75% for administrative tasks and 25% for customer service and networking. A focus of 75% on administrative tasks emphasizes back-office work, which may divert time from frontline operations and customer-facing activities. In an FBO setting, excessive administrative weighting can hamper essential flight support, safety compliance, and service delivery, whereas customer service and networking are often critical for attracting and retaining clients. Thus this distribution is likely too skewed toward paperwork and insufficient for operational excellence and relationship-building.

In summary, each option frames a different emphasis between internal operations, outreach, and administrative duties. The most balanced and widely applicable approach tends to prioritize operating the business efficiently while still allocating meaningful time to outside liaison and educational activities. The third option embodies that typical division, whereas the others tend to overemphasize one area at the expense of others.

FA25: AVIA-78 Sec 01 - Intro Aviation Mgmt Midterm Exam: Part I (Take home)

How should a typical Fixed Base Operator (FBO) owner or manager budget their time?

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