...built. Caring for our employees and stakeholders, as well as the environment and the communities we serve, have played a huge part in our past and will continue to signify our future. Emirates flies to more than 100 destinations in over 60 countries and has been fundamental in establishing Dubai as the Middle East’s commercial center and aviation hub. It operates more than 1,000 flights per week across six continents from its base at Dubai International airport, which has the capacity to handle 70 million passengers per year. Emirates was launched in 1985 with two leased aircraft from a rudimentary airport. It’s phenomenal growth is reflected in the 160-plus aircraft in its rapidly expanding fleet – a mix of the latest wide-body Airbus and Boeing aircraft - as well as Dubai’s state-of-the-art Emirates Terminal 3, which is used solely for the airline's flights. Its fleet is one of the youngest in the skies, with an average age of under 80 months, and this figure will fall further as it takes delivery of the 200-plus aircraft it has on order, worth almost $84 billion at list price. Emirates is the Airbus A380 super-jumbo’s largest airline customer, with 20-plus in the air and over 60 still to be delivered. In 2010-2011, Emirates - which has over 12,000 cabin crew of more than 125 nationalities who speak over 50 different languages - carried 31.4 million passengers, an increase of four million on the previous year....
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...Airbus and Boeing Duke It Out To Win Lucrative Iberia Deal WSJ This copy is for your personal, noncommercial use only. To order presentationready copies for distribution to your colleagues, clients or customers visit http://www.djreprints.com. http://www.wsj.com/articles/SB1047243854826319840 ĿĚǺĐĚŘ (Ų.Ș.) ňįẄ ǿŤ ťųǾ ťİ ěķųĐ ģňįěǿB đňǻ șųbřįǺ ŀǻěĐ ǻįřěbİ ěvįťǻřčųĿ Bỳ ĐǺŇİĚĿ MİČĦǺĚĿȘ Șțǻff Řěpǿřțěř ǿf Țħě Ẅǻŀŀ Șțřěěț Jǿųřňǻŀ Ųpđǻțěđ Mǻřčħ 10, 2003 12:01 ǻ.m. ĚȚ MǺĐŘİĐ -- Ǿňě đǻỳ ŀǻșț Ǻpřįŀ, țẅǿ mǿđěŀ ǻįřpŀǻňěș ŀǻňđěđ įň țħě ǿffįčěș ǿf İběřįǻ Ǻįřŀįňěș. Țħěỳ ẅěřěň'ț țǿỳș. Țħě Șpǻňįșħ čǻřřįěř ẅǻș șħǿppįňģ fǿř ňěẅ jěțŀįňěřș, ǻňđ țħě mǿđěŀș ẅěřě čǻŀŀįňģ čǻřđș fřǿm Bǿěįňģ Čǿ. ǻňđ Ǻįřbųș, țħě ẅǿřŀđ'ș ǿňŀỳ țẅǿ přǿđųčěřș ǿf bįģ čǿmměřčįǻŀ ǻįřčřǻfț. İț ẅǻș țħě fįřșț ěňčǿųňțěř įň ẅħǻț ẅǿųŀđ běčǿmě ǻ mǿňțħș-ŀǿňģ đǿģfįģħț běțẅěěň țħě țẅǿ ǻvįǻțįǿň țįțǻňș -- ǻňđ İběřįǻ ẅǻș pŀǻňňįňģ țǿ čŀěǻň ųp. Ǻįřbųș ǻňđ Bǿěįňģ mǻỳ ǿẅň țħě jěțŀįňěř mǻřķěț, ẅįțħ įțș přǿjěčțěđ șǻŀěș ǿf mǿřě țħǻň $1 țřįŀŀįǿň įň țħě ňěxț 20 ỳěǻřș, bųț řįģħț ňǿẅ țħěỳ đǿň'ț čǿňțřǿŀ įț. Țħě čřįșįș įň țħě ǻįřțřǻvěŀ įňđųșțřỳ mǻķěș țħě țẅǿ mǻňųfǻčțųřěřș đěșpěřǻțě țǿ ňǻįŀ đǿẅň ǿřđěřș. Șǿ țħěỳ ħǻvě ģřǿẅň įňčřěǻșįňģŀỳ đěpěňđěňț ǿň ǻįřŀįňěș, ěňģįňě șųppŀįěřș ǻňđ ǻįřčřǻfț fįňǻňčįěřș fǿř čǿňvǿŀųțěđ đěǻŀș. Ǿňčě țħě ųňđěřđǿģ, Ǻįřbųș ħǻș čŀǿșěđ țħě ģǻp fřǿm jųșț fǿųř ỳěǻřș ǻģǿ -- ẅħěň Bǿěįňģ bųįŀț 620 pŀǻňěș țǿ Ǻįřbųș'ș 294 -- ǻňđ țħįș ỳěǻř țħě Ěųřǿpěǻň pŀǻňě mǻķěř ěxpěčțș țǿ ǿvěřțǻķě įțș Ų.Ș. řįvǻŀ. Fǿř Bǿěįňģ, İběřįǻ...
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...regulation affect you professionally or personally. You can use any regulation for this assignment so long as you are able to answer the questions posed here (Questions 1-5). Answer: Airworthiness Directives: The Boeing Company Airplanes Agency: Federal Aviation Administration (FAA) Action: Notice of proposed rulemaking (NPRM) I do travel a lot through different airlines so reading this interests me because regular customers like us wouldn’t even notice of such problems and this could make anyone think twice before getting in an airplane. Even though this will not affect me economically, having the idea that something is wrong with the airplanes, could make me not travel and visit my family for a while. 2. Describe the proposal/change in your own words. Answer: Airworthiness Directives are required to do repetitive functional checks for blockage of the forward strut drain line, and doing corrective actions; and a one-time cleaning of certain forward strut drain lines. This repeated inspections will to detect and correct blockage of forward strut drain lines, which could cause flammable fluids to collect in the forward strut area and potentially cause an uncontrolled fire or cause failure of engine attachment structure and consequent airplane loss. 3. Write a comment which you would submit to the administrative agency regarding this proposed regulation. (For example, are you in favor of the proposed regulation or against it? Why?) If the deadline for comments...
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...REV: SEPTEMBER 18, 2007 ERICH ALEXANDER VOIGT JORDAN MITCHELL Airbus vs. Boeing (A) Should Airbus go ahead and develop its own version of a super jumbo (the A3XX)? Should Boeing develop a larger version of the 747? What would Boeing and Airbus gain by teaming up? What could they lose? The answers to these questions would determine the future of both companies for many years to come. The Commercial Airline Industry Do The global aviation industry was sized at approximately $100 billion as of 1992. The single largest segment was the manufacture and sale of large commercial aircraft, which totaled $38.5 billion in 1991.1 The sale of large commercial aircraft was expected to grow to $40 billion by the end of 1992. The worldwide commercial aircraft fleet was made up of nearly 8,000 passenger and 1,200 cargo planes spread out over 450 airlines and operators. Large commercial aircraft were defined as airplanes with 100 or more seats. Large aircraft made up 90% of the fleet, while smaller airplanes accounted for the remaining 10%.2 The VLCT was defined as a plane over 400 seats or with the ____________________________________________________________ ____________________________________________________ Professor Ramon Casadesus-Masanell, Erich Alexander Voigt (Tiggeman Associates), and Research Associate Jordan Mitchell prepared this case. This case was developed from published sources. HBS cases are developed solely as the basis for class discussion. Cases are...
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...Marketing Plan Executive Summary The executive summary is to give the reader an overview of the main points in the marketing plan (Rossiter, 2011). The Boeing Company, established by William Boeing, during World War 1 era. Navy Lieutenant Conrad Westervelt and Boeing became friend’s after watching the 1910 air races at Belmont Park, New York. On July 4, 1914. Boeing enrolled in Glenn Martin’s flying school and bought a plan of his own. A former shipyard was the first home of The Boeing Company, which was founded in 1916 in Seattle, Washington (Rumerman, n.d.). Today Boeing’s headquarters is in Chicago, IL. It is the commercial airplanes leading manufacturer and largest aerospace company in the world. There are two major divisions at Boeing: Defense, Space, and Security and Commercial Airplanes. A minor division at Boeing is Capital Corporation. Boeing’s Capital Corporation makes possible the delivery and sale of Boeing services and products by providing advice on leasing and financing solutions. Recommendations * In emerging markets become a first mover by promoting new Dreamliner 787 and exploit the growing air passenger traffic in China * To avoid costly manufacturing delays, create a team able to speak several different languages to manage 24 hour supplier relationships * To make sure Boeing projects take precedent and have influence over their operations invest in your key suppliers (Crooker, Dekker, Long, Malhotra, and Stetson, 2010) Boeing’s Final...
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...Interrupted at Boeing By Christopher Drew, New York Times News Service Sure, outsourcing converts fixed costs into variable costs, as sound theory suggest. The question is: how much is too much? Did Boeing get it right with the Dreamliner? [pic] In Boeing’s cavernous plant here, temporary scaffolding rises alongside several of the first 787 Dreamliners ever to be built. Workers climb steel steps to slip everything from wiring to hydraulic systems into some of the planes. In other bays, crews operate giant tools that help shape parts of wings being built for older-model 747s, 767s and 777s. Staccato blasts ring out from air-powered rivet guns. Cranes hoist finished wings and fuselage sections onto the assembly floor. The scene is one of disciplined industry on a gigantic scale. But the fact remains that the scaffolding for the Dreamliners should never have been needed. The wings and major sections of the fuselage were supposed to arrive fully fitted from outside suppliers and simply be snapped together. But the suppliers were at first too overwhelmed to install all the systems. Boeing says that they have since come up to speed, and that it should be able to wheel away the scaffolding soon. The reverberating effects of Boeing’s outsourcing missteps have taken a huge toll. The Dreamliner — the first passenger plane to be made mainly with light plastic composites — is now more than two years late and still awaits its first flight tests. [pic] Boeing acknowledges that...
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...Boeing Australia Limited Executive Summary My decision is to continue on the same course that Boeing Australia Limited (BAL) is on. I feel, after reading this case study that BAL has been on the correct path with regard to building their systems architecture. There is a need for a more sophisticated procurement process and the issue of a procurement application may be easily found. The key is the process by which BAL has implemented all other IT applications, they have been very successful. They are thorough and have processes in place to rationalize whether a new by-in application or an in-house developed program would be best. My thought is that at least one, if not more; of the current systems have an appropriate off the shelf application that would work for BAL’s procurement needs. Further investigation through the Materials Management Process Council should reveal an appropriate tool for BAL to use. In this case study I will outline the reasons for my decision and some of the potential cost savings involved. Statement of Issues The main issue of this case is to buy a new e-procurement application or to continue to wait for the best case scenario application to come along. It is an important decision that affects many aspects of the business. The potential to lose a client or a critical supplier is possible during this process. An in depth analysis of the situation must be conducted prior to any move toward a process change. Initially, change is difficult in...
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...realized when these work units collaborate among each other. The company I will specifically be dealing with in this research is Boeing and how collaboration has worked into its ultimate success throughout the years. The Organization Organization: Boeing Location: Seattle Washington; headquarters in Chicago with presence in several countries around the world. Economic sector: Aerospace Industry. Services Offered: Manufacturing of commercial jetliners, Design, assemble and support defense systems, Satellites and launch vehicles among other services. Number of employees: over 170,000 employees in the United States alone. Website: http://www.boeing.com Background Boeing is a large company of more than 170,000 fulltime and part-time contingent employees. The company is located in Seattle Washington but its headquarters are in Chicago with other locations in the United States and a plethora of others all over the world. With such a large base of employees, the company’s strategy has to be well planned and coordinated to ensure delivery of customer’s products (Boeing.com). Boeing was established in 1916 in the Puget Sound region of Washington State and became a leading producer of military and commercial aircraft. The company is focused on global strategies, financial goals and performance, leadership development, ethics and compliance. Boeing offers a family of airplanes and a broad portfolio of aviation services for passenger and...
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...THE BOEING 7E7 Teaching Note Synopsis and Objectives In 2003, the Boeing Company announced plans to build a new “super-efficient” commercial jet called the “7E7” or “Dreamliner.” This was a “bet the farm” gamble by Boeing, similar in magnitude to its earlier introductions of the 747 and 777 airliners. The technological superiority of the new airframe, as well as the fact that it would penetrate a rapidly growing market segment, were arguments for approval of the project. On the other hand, the current market for commercial airplanes was depressed because of terrorism risks, war, and SARS, a contagious illness that resulted in global travel warnings. Boeing’s board of directors would need to weigh those considerations before granting final approval to proceed with the project. The task for students is to evaluate the 7E7 project against a financial standard, the investors’ required returns. The case gives internal rates of return (IRR) for the 7E7 project under base-case and alternative forecasts. The students must estimate a weighted-average cost of capital (WACC) for Boeing’s commercial-aircraft business segment in order to evaluate the IRRs. As a result of that analysis, the students identify the key value drivers and distinguish, on a qualitative basis, the key gambles that Boeing is making. The general objective of this case is to exercise students’ skills in estimating a weighted-average cost of capital and cost of equity. The need for students...
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...Introduction The goal of the study is to provide overall financial statement overview of The Boeing Company using the knowledge obtained during the Financial Management course. The main question of the study is how financially well the company is at the moment and what investment expectation it generates on the market nowdays. The Boeing Company background The company was originally founded by William Boeing on July 15, 1916, as "The Pacific Aero Products Company". Two years later it was renamed into “The Boeing Company”, on May 9, 1917. Since that date the company grew and acquired a lot of its competitors, including the McDonnell Douglas in 1997. [pic] The Boeing’s structure consists of two main divisions and two supporting divisions: - Boeing’s Commercial Airlines (BCA) - Boeing Defense Space & Security (BDS), which in turn consists of: o Boeing Military Aircraft o Network & Space Systems o Global Services & Support - Boeing Capital Corporation (BCC) - Other segments (including own Fire department and other non-profile activities) [pic] The Boeing Company’s Commercial Airliners division took the leading market positions up to 2003. Financial Ratios Analysis Liquidity Boeing’s liquidity ratios increased in 2010 and 2009 in comparison to 2008 values, but current and acid-test ratios are still below the industry average. Reasons: - the amount of money and short-term investments...
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...THE BOEING 7E7 Teaching Note Synopsis and Objectives In 2003, the Boeing Company announced plans to build a new “super-efficient” commercial jet called the “7E7” or “Dreamliner.” This was a “bet the farm” gamble by Boeing, similar in magnitude to its earlier introductions of the 747 and 777 airliners. The technological superiority of the new airframe, as well as the fact that it would penetrate a rapidly growing market segment, were arguments for approval of the project. On the other hand, the current market for commercial airplanes was depressed because of terrorism risks, war, and SARS, a contagious illness that resulted in global travel warnings. Boeing’s board of directors would need to weigh those considerations before granting final approval to proceed with the project. The task for students is to evaluate the 7E7 project against a financial standard, the investors’ required returns. The case gives internal rates of return (IRR) for the 7E7 project under base-case and alternative forecasts. The students must estimate a weighted-average cost of capital (WACC) for Boeing’s commercial-aircraft business segment in order to evaluate the IRRs. As a result of that analysis, the students identify the key value drivers and distinguish, on a qualitative basis, the key gambles that Boeing is making. The general objective of this case is to exercise students’ skills in estimating a weighted-average cost of capital and cost of equity. The need...
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...would commit to industrial launch, the point at which significant expenditures would begin, it hoped to secure orders for 50 jets from as many as five major airlines. While Airbus had been courting potential customers for many years—in fact, development had been underway since 1990—the ATO gave the sales force permission to begin taking firm orders for the plane with delivery starting in 2006. Airbus management announced the first orders for the A3XX at the bi-annual Air Show in Farnborough, England, in July 2000. Noël Forgeard, Airbus’ CEO, reported that Air France, Emirates Airlines, and International Lease Finance Corporation had agreed to order ten, seven, and five jets, 3 respectively, and that there were another 30 orders lined up. The initial orders were a positive, though not unexpected, sign. The real question, however, was whether there was sufficient long-term demand to justify industrial launch. Management believed they would break even on an undiscounted cash flow basis with sales of 250 planes, and could sell as many as 750 over the next 20 4 years. At the time, Airbus was predicting that there would be demand for more than 1,500 super 5 jumbos over the next 20 years that would generate sales in...
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...FIN 4414 Financial Management Course Syllabus Spring 2010 Term INSTRUCTOR: Dr. T. Craig Tapley Graham-Buffett Master Lecturer of Finance Section: Section: Room: 2109 – Monday and Wednesday, Periods 3-4 (9:35 a.m. – 11:30 a.m.) 7111 – Monday and Wednesday, Periods 5-6 (11:45 a.m. – 1:40 p.m.) 112 Matherly Hall Office Hours: Wednesday (2:00 p.m. - 3:00 p.m.) Thursday (1:00 p.m. - 2:30 p.m.) CONTACT INFORMATION: Office: Phone: Fax: E-Mail: 329 David Stuzin Hall (352) 392-6654 (352) 392-5237 ctapley@ufl.edu http://vista.courses.ufl.edu/ Class Webpage: COURSE MATERIALS: TEXTBOOK 1. Financial Management: Theory and Practice (12th Edition), Eugene F. Brigham and Michael C. Ehrhardt, Thompson/South-Western, 2008, ISBN: 0-324-42269-5. The official textbook for the class will be an excellent reference book as you start your career, as you may easily find that there will be times, on the job, when you need to reference prior material, or formulas, covered in your corporate finance classes at UF. However, books have become somewhat expensive, so you may, instead, purchase the 11th or 10th Edition of the book, typically at a cheaper price, through various online booksellers. However, there are minor differences between the 10th, 11th, and 12th editions; mainly in the order of the chapter. These differences should not impact your ability to perform well in this class, but you may need to map the chapters in the 10th or 11th Edition to those assigned in the 12th Edition. This is...
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...Company background The story of Malaysia Airlines started in the golden age of commercial air travel. A joint initiative of the Ocean Steamship Company of Liverpool, the Straits Steamship of Singapore and Imperial Airways led to a proposal to the Colonial Straits Settlement government to run an air service between Penang and Singapore. The result was the incorporation of Malayan Airways Limited (MAL) on 12 October 1937. On 2 April 1947, MAL took to the skies with its first commercial flight as the national airline. Fuelled by a young and dynamic team of visionaries, the domestic carrier turned into an international airline in less than a decade. With the formation of Malaysia in 1963, the airline changed its name to Malaysian Airlines Limited. Soon after, Borneo Airways was incorporated into MAL. Within 20 years, MAL grew from a single aircraft operator into a company with 2,400 employees and a fleet operator using the then latest Comet IV jet aircraft, six F27s, eight DCs and two Pioneers. In 1965, with the separation of Singapore from Malaysia, MAL became a bi-national airline and was renamed Malaysia-Singapore Airlines (MSA). A new logo was introduced and the airline grew exponentially with new services to Perth, Taipei, Rome and London. However, in 1972, the partners went separate ways. Malaysia introduced Malaysian Airline Limited, which was subsequently renamed Malaysian Airline System and took to the skies on 1 October 1972. It was later branded Malaysia Airlines...
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...uploaded? Give us your contact info and we’ll get back soon with details. — Ashish Michael First Name *[pic]Last Name *[pic]Work Email *[pic]Phone *[pic] Address *[pic]City *[pic]Zip code *[pic]State *[pic]Country *[pic]Message[pic][pic][pic] [pic][pic]Cancel Bottom of Form Sending [pic] Your info has been sent to Ashish Michael. Loading [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] [pic] ‹› [pic]Case analysis boeing 787Document Transcript 1. ASHISH JUDE MICHAEL What went wrong? Boeing 787: Dreamliner A detailed analysis of issues causing delay of Boeing 787 and suggesting a model which would had prevented these issues. (This case analysis is only for academic purpose) P G P E x 2 0 1 2 -‐ 1 3 I I M S h i l l o n g Boeing 787:Case Analysis 2. 2 Boeing 787:Case Analysis Introduction (Extract from Case): In April 2008, Boeing confirmed a delay in the 787-‐airplane...
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