Bigger Isn’t Always Better—Especially in Aviation Marketing

Hello, my friends, and welcome back to Educated Marketing Decisions — your monthly source for real-world aviation marketing strategies.

In aviation, we often think distance is our business — after all, we connect people and cargo across the globe. But when it comes to entering new markets, expanding MRO networks, or sourcing parts, we can’t treat “distance” as just miles. It’s more nuanced — and more strategic — than that.

Harvard Business Review’s classic “Distance Still Matters” (Sept 2001) reminds us that while the world feels “small,” the invisible forces of cultural, administrative, geographic, and economic distance still shape trade and define.

Let’s break it down for private aviation, MRO, and parts sourcing—and see why Bigger Isn’t Always Better.

The GDP Trap: Size Doesn’t Equal Opportunity

It’s tempting to chase large markets. But as HBR warns, companies often get “dazzled by the sheer size of untapped markets” and miss hidden barriers.

In aviation, that often means stricter regulators, heavier customs, and expensive infrastructure—costs that can outweigh apparent gains. A smaller market with shared standards can be much more profitable.

The CAGE Framework: Distance in Four Dimensions

Strategic expansion requires evaluating Cultural, Administrative, Geographic, and Economic distance — aptly summarized as CAGE

For instance:

• Shared language = ~3× more trade
• Shared border = ~80% more 

These distances impact your ability to comply, ship parts quickly, and build local trust — critical in aviation.

Culture: It’s More Than Meals and Manners

Culture affects everything — from engineer hiring to aircraft interiors. HBR says “TV is hardly cement”, meaning one-size-fits-all content rarely works.

Whether it’s cabin aesthetics, communication preferences, or service rituals, local nuances can make or break your efforts.

Administration & Geography: Rules and Routes Matter

Aviation is tightly regulated. National carriers, import licenses, and safety certifications add administrative friction.

Plus, geographic distance slows parts delivery. HBR notes that “cross-border equity flows fall off significantly as geographic distance rises,” not just because of shipping but trust issues .

In aviation, this translates to parts delays, higher AOG risk, and client frustration.

Economics: Cheap Isn’t Always Smart

Low-cost labor is tempting. Yet, as HBR states: “Companies that rely on economies of experience and standardization should focus on countries that have similar economic profiles.” 

If your strength is FAA-level precision, chasing economies in under-resourced regions may create more headaches—or worse, quality issues.

Real Example: MRO Strategy Wins

A regional MRO struggled in a large, distant market: long customs delays and regulatory confusion delayed turnaround times. They moved closer — to a smaller market with simpler rules and shared language — and cut parts delivery from months to weeks. Their client trust soared, and margins improved.

Your Pre-Market Checklist

Before you commit, ask:

• Do we speak the same language?
• How smooth are the legal and regulatory pathways?
• Can we get parts quickly?
• Is the economy compatible with our service model?

Closer, not larger, markets often offer faster wins and deeper relationships.

In aviation marketing, growth isn’t about size—it’s about fit. Use the CAGE framework to pick markets where you can deliver, comply, and thrive.

Let’s build your aviation expansion strategy with precision—contact me to get started!

Rebekah Knaster Founder, Becks and the Jets LLC #yourcmoondemand

Sources:

• Ghemawat, Distance Still Matters, Harvard Business Review, Sept 
• Frankel & Rose, trade effects of language & borders