What do we learn about Linda Taylor? [originaltext]Man: Good morning and welcome

Man: Good morning and welcome to Business Class, the programme that puts you in touch with the world of business. Coming up later we have the world’s latest trade figures to keep you right on track. But first, Profile Weekly, in which we talk to people making waves out there in the international business world. Today I’m talking to Linda Taylor. Linda, thank you for coming in.
Woman: It’s a pleasure.
Man: Now, Linda, you are probably best known as the first woman to run an airline. You were brought in to run BellAir.
Woman: Yes. The airline was set up in 1960, but it had never had a woman running it.
Man: Right. Well , we know it’s been a good year for BellAir and yourself. What’s the most recent success?
Woman: Well, we just this month began working on our ultra-modern repair shop.
Man: Could you tell us a bit about that?
Woman : Yes. What’s made such a good move is that we redeveloped our machinery to much battery fit. We’re now able to do quality repair work to both older and more modern planes.
Man: Was it easy to achieve?
Woman: Not exactly. Well, perhaps it was better than it might have been. Actually, the legal side of things, the relevant licenses and so on went pretty smoothly. And in fact, we didn’t need to take on any new engineers, but the engineers we already had required fairly substantial retraining, and that took time and money.
Man: Right. And I believe that’s not the only success of the year.
Woman : No.
Man: I mean yes, you are right.
Woman: We’ve also established in the line with Suniines which I’m delighted about.
Man: Eh, what does that mean for BellAir?
Woman: Well, it’s not a vast change, but I think it will improve our image. The frequency of flight won’t change, and to be honest, I doubt it will actually make any more money, but it does give us a great presences in the tourist sector where we’ve turned to be rather weak.
Man: Is this going to affect the cost of travel?
Woman: Yes and no. Yes, because we brought internal domestic prices down by around 5%. No, because with the vast pressures of the market and the restrictions we have to operate on, there is nothing we can realistically expect to do on the international front. That’s one of the downsides of competition ironically. Strategies like this have come out of the developments in our marketing division. We decided last year to go for growth in that division under our very capable director of marketing Michael Escort. The alternative of doing internal growth would have been bringing in a new external consultancy, which I think would have been just a change for the second change.
Man: Um, how did you get into the airline business?
Woman: I suppose you are expecting me to say that it was what I always dreamed of since I was a child, that sort of thing. No, basically I was just doing what I was always expected and what I always expected to do. My father and my mother’s father were in business. Yes, the money is good, but that’s not reason enough. I just can’t imagine doing anything else.
Man : Linda, one final question. And a lot of people would like to ask you, what exactly is it to take someone like you to the top?
Woman : Well, that’s a difficult one. Trust, I suppose. Trust in people, and above all, in yourself. I don’t believe in luck. And ultimately, qualifications are just pieces of paper. No, see it, believe it and go for it.
Man: Linda Taylor, thank you very much!
Woman : Thank you!