Ali Sabancis vision – Ali Sabanci: I am not the visionary as my father is
Everyone sees me as a visionary, but this was actually my father’s project He has had a file about such a project since the beginning of the 1990s. Today I am executing it two or three years ago-, I asked him, ‘Did you think you would own an airline company tike this He said, ‘No, I didn’t.’ I could not buy the house I am currently living in with the money we bought Pegasus with.
Today Pegasus makes a turnover of roughly 5 7 billion. We are a family of 7,700 members. While our competitors declare losses, we make profits by a remarkable margin. Domestic flights have grown 15% during the last five years. Pegasus, meanwhile, has grown 42% each year. Today we make a profit because our costs are tow. We have given people the reflex of thinking. Everyone in our family knows how much profit we make every year. Last year we shared a profit of 7.7 million TL from our financial statement with our family members. We do not have passengers and employees; we have guests and family members. By saying this repeatedly, we have convinced everyone that it is true.
Company and establish trust
Ali Sabancis vision – Firstly, to be the face of the company and establish trust in employees. Many players have come and gone in this market, 23 of which have left over the last 12-13 years. This creates major trust issues for employees. I have become the face of the company in order to establish this trust both internally and externally. Secondly, since I did not know about the business and was the chair of the board, I had the right to ask daft questions. In addition, some of the daft questions I asked have turned into practices that Pegasus guests see today.
