Briggs Aerospace Technologies
 

Main programmes overview 

Briggs’s main programmes offer exotic new products, to revitalise the global aerospace industry. Developed prior to Aceson, they offer new, fully developed air and spacecraft designs. The main programmes target market need, to introduce a new era of air and space craft to the world, to give vital infrastructure for the world’s transportation requirements. These programmes only await funding to begin the production process.

It is difficult to believe, but progress in the aerospace industry peaked in 1969. This year heralded the best in aerospace design, test and build technology prior to entering an unchecked period of decline. Apollo is the easy, sobering reminder of this; the first lunar mission was in 1969 and the last was in 1974. The commercial airliner industry had not one but three supersonic airliners under full production development in the late 1960s: the Boeing 2707 SST, the British Aerospace Aerospatiale Concorde and the Tupelov Tu-144. The Tu-144 flew in 1968 and Concorde flew in 1969. The now retired Space Shuttle was also under development at this time.

Research and Development also peaked also with the retirement of the world’s most capable test aircraft - the North American XB-70 and the North American X-15 were retired, the Lockheed SR-71 Blackbird - the world’s fastest air breathing aircraft - had its tooling destroyed in 1969.

The main reason for this blockage to new air and spacecraft are the shortage of designers and the fact governments can no longer afford to fund aircraft development. Briggs has overcome this incredible problem through Aceson. This program funds the first two Shaneen airliners, which will bring the first two new airliners in the 125-200 seat market for 25 years; or 30 years, when entering service.

The original inception of Briggs was to transcend this stagnation in the aerospace industry development. Briggs was frustrated by the lack of progress to renew aerospace infrastructure. The main programmes are the result of years of research, development, design and refinement. The peak of civilisation, which will always be represented by aviation, lies rotting in museums, and has been for over a decade. These programmes hope to undo the stagnation in the industry limiting global economic growth.

At this stage Briggs’s main programmes will be funded by future Aceson style programs, however Briggs former system proposed the sale of portions of the total production cost. Called the Portion sales programme, it offered incentives to portion sellers; the eventual buyers were to get all the profits of the types. The system only failed due to the ongoing development (which was giving birth to Aceson) reducing marketing efforts, leading to a lack of public visibility of the programmes.

Even with publicity, at $1 million per portion, the cost was too high for the private equity market. Aceson overcame the problem, as well as another difficultly of obtaining built capital easily. Marketing aerospace programmes was seen as difficult given the problems established firms such as Boeing and Airbus have had raising money for new aircraft. By using higher profile social investment incentives - such as Oceaneleen - as an added investment incentive, Briggs has overcome this barrier.


 
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