...Contents 1. Strategic Profile 1 2. Mission Statement 1 3. Situational Analysis and SWOT Analysis 2 4. Problem Identification 3 5. Analysis of Alternatives 4 6. Strategy Control and Evaluation Processes 6 7. Conclusion & recommendations 7 8. Implementation 7 References 9 Appendix 1 11 Appendix 2 12 Appendix 3 15 1. Strategic Profile Embraer SA is a Brazil-based company which was founded in 1969 and primarily engaged in the manufacture of aircrafts. The company divides its operations into four main segments: Commercial Aviation; Defense and Security, and Executive Aviation. It also offers aircrafts for agricultural use, structural components, mechanical and hydraulic systems, aviation services, and technical activities related to the production and maintenance of aerospace material (www.embraer.com.br). The company’s commercial aviation segment designs, develops, and manufactures various commercial aircraft for regional, low-cost, and mainline airlines and its defense and security segment provides a range of integrated solutions for the defense and security market. The company’s executive aviation segment develops a line of executive jets for fractional ownership companies, charter companies, and high-net-worth individuals. Its aviation services segment offers after-sales customer support services. This segment also provides spare parts, sales, inventory pooling programs, customer training, and other product support services. It has strategic alliances...
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...Doris Chow Part IV: Sections 1(D) & (E) Promotion Mix (D) **You will need to delete in RED as it helps you piece it together as whole Brazil boasts having a reputation of fabricating some of the world’s most creative advertising especially when it is entertaining which includes familiar venues like the United States but in addition evening soap operas known as telenovelas and sporting events are popular and coveted advertising space (O’Barr, 2008). Since the average Brazilian tends to watch an average of five hours of television per day, television comprises of 59% of the media mix and the Brazilians are overtly loyal to their evening news and telenovelas so to center their time around those events (Millwardbrown, n.d). Other media channels include the newspaper at 18%, magazines at 9%, radio at 4.5%, and internet at 1.5% but growing fast (Millwardbrown, n.d). Millwardbrown (n.d) further advises that Brazilians “don’t usually like comparative ads or ads that denigrate the competitor” and states that advertising investments is 50 times less than U.S or less than 1% of GDP and that the majority is spent with the dominant advertising force at Rede Global de Televisao (television) who owns the majority of the channels in Brazil. Costs for advertising are increasing and as of 2006, R$ 950 million was spent (Millwardbrown, n.d). Acir (2011) points out that it is important to realize that the internet industry is on the rise and changes to advertising in this media mix should...
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...OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT OPERATIONS AND PROJECT MANAGEMENT www.ibscdc.org 1 Efficient Project Management at TransWorks Information Services Pvt. Ltd., an Indian-based BPO Company This is a real life case taken from a service industry; it discusses the real life problem faced by a BPO Company. It focusess on the problems faced by the calling agents and the management as a whole, many a times it so happens that the management perceives a problem in a different angle and the solution eludes them; this causes a lot of frustration on the part of employees and management resulting in mass attrition. The real concern today for any call centre company is its high attrition rate; the basic reason being the discord between the management and the employee. The employees look out for a congenial and empathetic management and shift to the other competing companies when offered a good work environment. This case study throws light on one such aspect where a mass attrition was avoided by the top management by strategic and lateral thinking. Pedagogical Objectives • How a manager dealt with such a challenging project with support of his team of 14 fresh trainees • How he managed to save the project and bring about some wonderful changes to glide through the difficult times • How innovation and teamwork can change things for an organisation. Industry Reference No. Year of...
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...Topic Paper – Week 3 Boeing Commercial Air versus Airbus Group Submitted by Cita Renee’ Reid Prepared for Professor Greg Gotches BUSN 6120, Managerial Economics Spring 1, 2015 Section OE Webster University 24 January 2015 CERTIFICATE OF AUTHORSHIP: I certify that I am the author. I have cited all sources from which I used data, ideas, or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Cita Renee Reid________________________24 January 2015 Signature Date Introduction For nearly four decades, Boeing Corporation and Airbus Group have battled for supreme dominancy of the large civil aircraft (LCA) market. In years past, U.S. held Boeing had dominated the commercial aircraft industry; however, between YY and 2013, European-owned Airbus, had slightly edged Boeing out as the top supplier. In 2014, the precarious balance was tipped once again, as Boeing delivered more aircraft to its customers; thereby, reestablishing itself as the number one manufacturer. This paper will explore the history of the companies, how they are alike and different (particularly their production process), how they approach the aircraft marketplace, where their rivalry will likely head and the most probable outcome of their ongoing competition. It will also give a brief history and overview of the World Trade Organization (WTO) 2012 ruling over the receipt of governmental subsidies...
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...An Analysis Report on Barriers to Globalization and External Factors Affecting Kenya Airways Professor: Student Name: Date of submission: Executive Summary Stiff competition, technological changes and the political and legal environment are the main factors determining the success of a company operating in the airline industry. Kenya Airways is subject to these factors and must find the best solution to help mitigate the adverse effects of these factors. It will help improve efficiency, effectiveness and the competitiveness of the company. Liberalization of many economies accompanied by globalization has turned the face of doing business across the globe. It has led to the essence of competition among organization for prosperity and survival. Technological aspects have also improved communication across the globe leading to integrated systems connecting companies and businesses. The report is an overview of the external environmental factors affecting Kenya Airways that is in the service sector in the Airline industry. The service sector requires up to date technology and is easily affected by the external environmental factors. These factors relate to the political stability, legal environment, social, cultural well-being, and the state of technology. Table of Contents Executive Summary…………………………………………………………….2 1.0 Introduction………………………………………………………………….4 2.0 Task 1 ………………………………………………………………………….5 2.1 Macro Environment analysis for Kenya Airways…………………………………...
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...FT SPECIAL REPORT New Trade Routes Brazil Wednesday December 3 2014 www.ft.com/reports | @ftreports Struggling with the transition The end of the commodity supercycle is bringing challenges, reports Joe Leahy Inside Mercosur fails to open doors The country’s approach to trade policy could see it left behind Page 2 E arly in October, an event took place that showed that foreign investor interest in Brazil remains resilient, even as the economy has slowed in recent years. BMW, the German carmaker, opened its factory in the southern state of Santa Catarina to begin producing its Series 3 sedan in an investment that is projected to cost R$600m ($240m) and generate 1,300 jobs. “Whether or not to export will depend on the economy and the speed with which we manage to nationalise production of our cars,” Arturo Piñeiro, president of the carmaker in Brazil, said at the opening ceremony. BMW is not the only company investing in an economy that is undergoing a deep shift in trade flows with the end of the commodity supercycle and the slowdown in China. In the 10 months to the end of October, Brazil attracted $52bn of foreign direct investment inflows, putting it on track to reach about $60bn by the end of 2014, roughly in line with previous years. “This will be another positive year,” says Alexandre Petry, executive manager of investments at Apex-Brasil, the export promotion agency of Brazil. “The principal driver for investors is our market: 200m people with a lower...
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