All skies are clear for private jet company XOJet Inc. who announced that they have plans to expand services in New York and Los Angeles.

The California based company founded in 2006 offers private jet ownership, membership and charter flights. They plan to open a regional office in New York this fall and will expand flight operations at Van Nuys airport in the Los Angeles area.

XOJet currently has 100 full-time pilots who last year logged 8.5 million miles in travel last year.

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Azul proves that taking a brand concept and targeting it to the right audience is a formula for success. The Brazilian airline started by David Neeleman in 2008 is a Latin version of his former JetBlue airline he founded. Neeleman turned JetBlue (JBLU) into America’s eighth largest airline. His victory would also prove to be a valuable learning lesson for reputation management. In 2007 Neeleman was ousted by his Board for not communicating a strategic strategy to turn things around during troubled times.

Is Neeleman off on the deep end for investing in an airline during this climate? The airline industry is a notoriously bad investment. Of the major industries on the Fortune 500, airlines have the worst 10-year total return to shareholders (-12.6% on average annually from 1999 to 2009).

Brazil, Latin America’s largest economy, has rebounded quickly from the financial crisis, with an anticipated 5.8% rise in real GDP this year. The China-like growth rate of its rising middle class — 100 million people and expanding every day — has led companies from Coca-Cola (KO, Fortune 500) to Procter & Gamble (PG, Fortune 500) to Ford (FORD) to raise their stakes in Brazil. Neeleman has drawn high-profile investors like private equity firm TPG, which has invested $30 million in Azul.

Azul airline started flying in December 2008 and registered 2.2 million passengers in its first 12 months, shattering the previous record for a startup airline — held by JetBlue. “It took JetBlue 10 months and 10 days to get 1 million passengers. We did it in less than eight months,” Neeleman says. He expects the startup’s current headcount of 2,100 to reach 2,500 or more by year-end. Revenue, $150 million last year, will probably more than double this year, he says, and privately held Azul is on track to turn its first profit.

Neeleman was born in São Paulo and lived in Brazil until he was 5.

Source:  FORTUNE

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Introducing WannaJet the first ever fixed price for seats on private flights! WannaJet is now available in the U.S. with over 60 domestic routes.  This service offers a solution for frequent flyers of Business Class flights normally traveling on commercial airlines to experience a new luxury with private flights. The target client is a demographic audience comparable to business class fares.

How WannaJet Works:

WannaJet allows passengers to book seats on private jets, thus allowing 4-6 passengers to share the cost of the private jet charter. By sharing private flights, WannaJet will be able to cut the overhead costs involved with private jets, thus decreasing the price by 80% per person, and making it comparable to commercial airline Business Class fares.

With no membership fee, WannaJet has the most competitive pricing for private jet charter as well as the most convenient and efficient booking process. The booking process is fully automated through the WannaJet website; in just 1 minute a traveler can book a seat on the jet. The website also shows exact routes available, the number of passengers booked and their final price. Therefore, WannaJet is able to provide each traveler with a ticket to his/her destination at a price and process that is comparable to that of Business Class flights, with all the luxury of private jet service.

Can’t wait to test out my first fixed rate private flight!

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