...Caso: Boeing versus Airbus: Dos décadas de disputas comerciales. 1. No creo que fuera una subsidiaria competitiva ya no iba a tener el mismo poder que tiene al recibir subsidios de cuatro países importantes estos son: Gran Bretaña, Francia, Alemania y España. Al recibir subsidios se fortalece por que recibe ayuda extras que por lo general una empresa no recibe si opera sola. Con esto tiene la ventaja de reducir sus gastos y aumentar sus ganancias. Si no recibiera 13.5 millones de subsidios en préstamos por debajo de las tasas del mercado, no tuvieran la ventaja de poder financiar a sus clientes el 80% del costo en un término de 8 a 10 años a una tasa de interés anual de 7%.Con esta ventaja son superiores a Boeing por consiguiente sin las ayudas de estos a países no pudiera ofrecer una mejor oferta que Boeing. 2. Los cuatro gobiernos Europeos le dan subsidios a Airbus porque esto le daría una mayor ventaja competitiva en el mercado enfrentándose a su enemigo mayor Estados Unidos. Otro factor darle a Airbus el poder adquisitivo para enfrentar los atractivos ofrecidos a los clientes de su competidor. Querer que la nación Europea fuera el líder en el área de industria de aviones frente a la nación Estadounidense. 3. No la considero razonable eso siempre va a ser así las empresas multinacionales buscan siempre maximizar su ganancias a costa de lo que sea. No importando la política economía que tengan siempre las empresas van a querer obtener su beneficio del gobierno...
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...Caso 3.5 Lufthansa El caso Lufthansa se trata sobre evaluar una acción financiera que tomo en su entonces presidente Herr Ruhnau en el Enero del 1985. La acción era comprar una flota de 20 aviones tipo jet a Boeing por un monto de $500,000,000 pagaderos contra entrega en un lapso de un año. El dólar en su momento se encontraba en el mejor precio de la historia y se mantenía incrementando de esta manera el cambio en su momento (enero 1985) era de DM 3.2/$. Las opciones que tenía en su momento el Sr. Ruhnau, eran: 1. Permanecer al descubierto 2. Cubrir la exposición completa con contratos a plazos. 3. Cubrir una parte de la exposición y dejar el resto sin cubrir. 4. Obtener dólares en su momento y mantenerlos hasta que se deba efectuar el pago. El señor Ruhnao utilizo la opción 3, protegiendo el 50% de la inversión a DM3.2/$ y dejando el resto al incognito si sube o baja el cambio de DM/$. Para mala fortuna de Lufthansa y el señor Ruhnau sucedió lo que él pensaba que iba a suceder el dólar tenía que devaluarse y para enero del 1986 cuando tocaba hacer los pagos el cambio era de DM2.3/$ de esta manera los costos de las opciones eran los siguientes: Alternativas Tipo Relevante Costo total en DM 1. Descubierto DM 2.3/$ 1,150,000,000 2. Cobertura 100% DM 3.2/$ 1,600,000,000 3. Cobertura 50/50 ½ DM 2.3/$ + ½ DM 3.2/4 1,375,000,000 4. Compra de dólares cierre DM 3.2/$ 1,246,000,000 Viendo que en se nota que la acción...
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...CASE 2-4 Ethics and Airbus One September, a fraud squad, led by Jean-Claude Van Espen, a Belgian magistrate, raided Airbus’s headquarters in Toulouse. “They wanted to check whether there was possible falsification of documents, bribery or other infractions as part of the sale of Airbus aircraft to Sabena,” says Van Espen’s spokesman. The team of 20 Belgian and French investigators interviewed several Airbus employees during its three-day stay in Toulouse and carted away boxes of documents. In November 1997, Sabena had approved an order for 17 Airbus A320s (narrow-bodied aircraft), which it did not need. Even more oddly, it had doubled the order at the last minute to 34, a move that helped trigger the airline’s collapse four years later. Although nominally controlled by the Belgian government, Sabena was run by the parent company of Swissair, SAirGroup, which had owned a stake of 49.5 percent since 1995 and which also went bust in 2001. A former Sabena manager, who arrived after the Airbus order was placed, says that the planes were not needed: “It was a fatal business decision.” A Belgian parliamentary commission’s recent report confirms that the Airbus order was a big cause of Sabena’s collapse. Van Espen’s separate criminal investigation is continuing. According to the report, it started in October 2001 after Philippe Doyen, then a Sabena employee, lodged a complaint. Among other things, he suggested to Van Espen that he interview Peter Gysel, a former...
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...Al Henderson MKT 370 Case Study 2-4 Airbus 1. In each of the cases described who benefited and who suffers from the alleged ethical and legal lapses of Airbus? Competitors like Boeing benefited in the short term due to their Airbus lapses, but in the cases who was the winners and losers are as followed. In the Kuwaiti Kickbacks the one who gained from the benefit was Kuwait Airways Corporation (KAC) Al Mishari, and ALAFCO’S El Fekih Airbus for the first few planes purchased alone with Airbus who also suffered, because in the end they were the one who lost the deal. Both Airbus and Boeing competed for Kuwait Airways Corporation order. KAC choose Airbus but it seemed like Boeing would be chosen, even when Boeing offered $100 million cheaper package. KAC’s chairman Ahmed al Mishari was involved in the corruption. Indian Ink Rajiv Gandhi benefited and his Indian Airlines Mishari and Airbus for the first few planes purchased associated and of course Airbus Ind. Airbus also suffered in this case as well Mishari’s plans to bypass the formal deal when the Indian Government has declined the government approval by forming ALAFCO has purchase 43 Airbus planes worth $2 billion. In 1984, Indian Airlines (IA) had pad a deposit for 12 of Boeing 757s and in 1986, IA ordered 19 Airbus A320s. Although Boeing offered to supply 35 of its 757s with a discount of $5 million per plane, IA refused the deal. Mounties and Banks Karlheinz Schreiber Airbus Senior benefited, because Airbus denied paying...
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...COLOMBO CAMPUS SRI LANKA MBA FOR EXECUTIVES Module Name: Financial Analysis and Management Student Name: Anuradha S. Illeperumaarachchi Module Lecturer: Mr. William Parrott Module Tutor: Mr. S. Skandakumar Date Submitted: 10/07/14 Total Word Count: 4193 Table of Contents 1.0 Introduction to the Report 3 2.0 Introduction to Airbus 3 3.0 Introduction to Boeing 5 4.0 Analysis of Financial Management 6 5.0 A comparative analysis of Airbus and Boeing 7 5.1 Airbus Group 7 5.2 Boeing 11 6.0 Examination of Key Stakeholders and Information Disclosure 14 6.1 Customers 15 6.2 Suppliers 16 6.3 Employees 16 6.4 Shareholders 17 7.0 Way Forward 18 8.0 References & Bibliography 19 1.0 Introduction to the Report This Consultant’s report has been compiled based on information gathered from the annual reports and financial statements of The Boeing Company and the Airbus Group (formerly EADS) for the year 2012. While analyzing the level of disclosure of both companies, this report aims to shed light on industry standards and critically examine whether the needs of key stakeholder groups have been sufficiently addressed in the chosen annual reports. Further suggestions for the improvement of these reports are also made in order to increase benefits for named stakeholders...
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...In late 2003, the company of Boeing was the worst of its life. However, it was changed some market demand and solved the technology issues, then slowing to improve. According to the case study (Boeing), the six-box organisational model provides a framework that succinctly identifies the key factors at the centre of the Boeing situation. It explains the following according to Palmer et al. (2009): 1. Strategy – was to update their technology systems, downsize their operations, and re-establish relationships with their suppliers and the only feasible way costs could be cut. 2. Structure – the problem of 1994 airbus which shocked the management executives and began a series of changes that were implemented to overcome the bureaucratic structure, outdated technological systems, and unnecessary processes in a company that had reportedly changed. 3. Systems – Boeing adopted the principles of lean manufacturing and aimed to rejuvenate their reputation by making their production more efficient. The object of the project was to implement an automated system of assembly lines. 4. Style – the decision was made to diversify from the traditional commercial airline industry and the many acquisitions that were made created integration issues for the company. The aim again was to add more stability to the business by diversifying into information services and the space industry that providing services with elevated margins that would reflect on Boeing’s bottom line. ...
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...Manufacturing Industry Analysis Manufacturing Industry Analysis Introduction Manufacturing industry refers to businesses that employ machines, tool, labors, chemical and biological processing to convert raw materials to finished goods on a relatively large scale. This industry makes up a sizable portion of the industrial production sector in developed nations. It also boosts the economic growth and creates jobs. In 2013, manufacturers contributed $2.8 trillion to the economy, up from $2.03 trillion in 2012. This was 12.5% of GDP. For every $1.00 spent in manufacturing, another $1.2 is added to the economy, the highest multiplier effect of any economic sector. Manufacturing promotes innovation, productivity and trade. Globally, manufacturing continues to grow. It now accounts for approximately 16% of global GDP and 14% of employment. The latest trend of manufacturing and industrial companies is that more and more of them are investing in emerging market to gain a foothold in future large market. Manufacturers expect about 40% of their global revenues to come from emerging market by 2017. General Environment Analysis General Environment Segment | Changes that may affect the industry | Level of Impact | Threat, Opportunity or Both? | What are companies in the industry doing about this trend? | Demographic | Education, sex, race | Moderate | Opportunity | More and more knowledgeable and skilled workers and expertise | Sociocultural | More women in workforceMore...
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...de que Herr Ruhnau actuó solamente por instinto, aunque el caso no lo menciona, lo más seguro es que el realizó los respectivos análisis sobre que era más conveniente para la empresa. Considero que el cómo CEO de Lufthansa tomó la decisión más adecuada por la incertidumbre que existía en relación al tipo de cambio, lo más adecuado fue cubrir el riesgo proporcionalmente. Si bien es cierto que la proporción para la cobertura fue arbitraria, se intentó equilibrar el riesgo al 50% combinando una estrategia de cobertura con una estrategia especulativa, esperando resultados futuros. A pesar de la seguridad que el tenia no siguió irracionalmente sus proyecciones, ya que eran muy arriesgadas; lo cual no habría sido financieramente adecuado. La opción de permanecer descubierto era muy arriesgada, si bien es cierto las ganancias pudieron haber sido muchas, también las perdidas pudieron ser catastróficas en caso de que el dólar no se hubiese desplomado. Considero que al final las expectativas de Ruhnau fueron acertadas. El dólar cayó al año siguiente a DM2.3000/$ para enero de 1986. Lo más sorprendente fue la velocidad a la que se desplomo, por lo que el total del pago de Lufthansa a Boeing fue de 1.375 billones Cobertura parcial del 50%: $ 250, 000,000 X DM3.2000/$ = DM 800, 000,000 Descubierto: $ 250,000,000 X DM2.3000/$ = DM575, 000,000 Total: DM 1, 375, 000,000. En este caso yo personalmente me centraría en el ahorro que esto significo para Lufthansa y no en lo que...
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... Boeing is one of the United States’ largest exporters and is a predominant aerospace and defense corporation. Boeing is the world’s largest global aircraft manufacturer (by deliveries and revenue), and the second-largest defense and aerospace contractor (ranking in Defense News). The history of Boeing is as exciting as any in history, and encompasses thousands of individuals, innovations, and spectacular technological developments in airline design and manufacturing. Of course, most everyone is familiar with the 1903 Wright Brothers flight at Kitty Hawk, North Caroline. That same year, 22 year old William Boeing left college at Yale and moved forward to the West Coast. Through a series of events, Boeing wanted to learn more and more about aviation finally partnering with George Westervelt, a former engineer and airline enthusiast. By 1915, Westervelt and Boeing designed a new twin-float seaplane called the B&W (Yenne, 2005, 3-18). What followed was a series of challenges, setbacks, successes, and innovations. During World War II, Boeing was responsible for building up to 350 bombers per month. After the war, the company quickly tried to recoup its production and in the 1950s developed numerous new military applications and the Boeing 707 jetliner, one of the most successful aircraft ever designed. The 1950s also saw Boeing move into the development and production of advanced weaponry, securing a place in the burgeoning Cold War defense industry. In 1960 Boeing improved...
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...Capstone Lockheed Martin Strayer University Maitland campus Business Administration Capstone BUS 499 Prof. David Repp March 11, 2014 Lockheed Martin is an American global security defense, aerospace and advance information Technology Company that was establish in 1912 by Glenn Luther Martin. Martin believed that the future would be in technology and the harvesting of that technology. Lockheed approximately operates 572 facilities nationally and 75 facilities internationally employing about 115,000 people worldwide. Lockheed employees are constantly engaging in research, design, development, manufacture, integration and sustainment of advanced technology systems, products and services. It is apparent that their employees all share the same enthusiasm about the company and the impact that the company has on mankind’s need to explore the technological possibilities in a whole. It’s abundantly clear that Lockheed is focused on the betterment of mankind and securing the information gained from those who which to use it offensively. It almost sounds as if Lockheed could be a character in a superhero comic book. Conversely, they are much more than a character in a superhero comic book and they are much more than just a global security or aerospace company. Lockheed has dedicated their company to helping design the future through technology. They have crossed over from the science fictional realm otherwise known as the realm of impossibilities into the virtual world with...
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...An Analysis of McDonnell Douglas’s Ethical Responsibility in the Crash of Turkish Airlines Flight 981 The Memorial of Flight 981 at Ermenonville (Johnston, 1976). Executive Summary In 1974, Turkish Airlines Flight 981 experienced a mid-flight cargo door failure which led to the first total loss of a wide-bodied aircraft in history. The aircraft was a McDonnell Douglas DC-10, and this tragedy was compounded by the fact that sufficient corrective action had not been taken by the manufacturer after precursory failures had occurred over the four previous years. The purpose of this report is to evaluate the ethical nature of McDonnell Douglas’s decisions throughout this crisis, discerning their priorities with regard to safety and financial gain, and to assess if these qualities have changed in response. The origin of this catastrophe lay in a poor handling of design and manufacturing. The cargo door’s design employed faulty philosophies, and decisions regarding its manufacture were driven by savings at the expense of safety. However, though the door’s faults were later exposed, a more serious problem involving the tail control lines in the passenger floor was continually overlooked until the crash. This was due primarily to a policy of using old design strategies which met minimum federal requirements. The company oversimplified the control lines’ failure mode when confronted with it in ground testing and, being committed to their own design, were unable to...
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...The Boeing Company 2010 Annual Report At Boeing, we aspire to be the strongest, best and best-integrated aerospace-based company in the world — for today and tomorrow. The Boeing Company Boeing is the world’s largest aerospace company and leading manufacturer of commercial airplanes and defense, space and security systems. A top U.S. exporter, the company supports airlines and U.S. and allied government customers in more than 90 countries. Our products and tailored services include commercial and military aircraft, satellites, weapons, electronic and defense systems, launch systems, advanced information and communication systems, and performance-based logistics and training. With corporate offices in Chicago, Boeing employs more than 160,000 people across the United States and in 70 countries. Our leadership is strengthened further by hundreds of thousands of people who work for Boeing suppliers worldwide. Contents Operational Summary Message From Our Chairman The Executive Council Financial Results Form 10-K Selected Programs, Products and Services Shareholder Information Board of Directors Company Officers 1 2 7 8 9 134 141 142 142 Cover photo: 787 Dreamliner in flight test Photo above: F/A-18E/F Super Hornet strength Operational Summary Q Earned net income of $3.3 billion, or $4.46 per share, compared with $1.3 billion, or $1.87 per share, in 2009. Q Delivered 115 production military aircraft, two launch vehicles and four satellites, and increased backlog...
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...Captación clientes de empresas que envían grandes volúmenes de artículos urgentes, a otros emplazamientos comerciales. Como IBM y Xerox que envían componentes de productos a nivel nacional. Aeropuerto Willington(875.000 dolares), centro de almencamiento, única zona de comercio exterior de propiedad privada del país, importante impuestos. Estatuo de Proceso: 12.700 empleados tiempo completo y 8.000 tiempo parcial, 13.300 camionetas y 175 aviones 900.000 paquetes y documentos diariamente 30% de los transportados no precisaban en servicio de avión, 15% de Fedex 80% de utilización de capacidad real comparado con competencia 65% - 70%, 80% de un vuelo no está basado en función del volumen cargado. Menos equipos automizados que RRHH. Los 2 al revés. Contenedor de carga para avión está patentado por Airbone. Clientes(consignadores y destinatarios situados en áreas metropolitanas), 80%-85% del volumen de las entregas se...
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...Finding the Right Location: Four Dimensions of Successful Foreign Direct Investment. Airbus Assembly Line – Mobile, Alabama Overview With the announcement earlier this year by Airbus that it plans to invest $600 million to build jetliners in Mobile, Alabama, the Southeast U.S is well positioned to attract foreign direct investment and U.S suppliers to the region. Central to the supply chain discussion are location strategies that optimize the value chain, drive innovation through the involvement of education and academia in proximity/joint working relationships and provide flexibility for adapting to business change. Location decisions such as these are special events that require careful attention to many conflicting strategic, operational, financial and intangible factors that can set the stage for either great success or fantastic failures. these issues will be one of the biggest challenges facing the industry in the coming years. This whitepaper explores the key drivers impacting the aerospace industry, the process for developing a comprehensive location strategy in response to industry expansion, and these critical locations factors that lead to location strategy success in the Southeast U.S.: Global commercial aircraft orders have increased six percent in 2011, with accelerating demand for new, more fuel efficient and technologically advanced aircraft. According to a number of studies, the industry will have to increase production by 45 percent to meet demand in...
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...Developing the World’s Largest Commercial Jet Estamos al 23 de junio del 2000, la pregunta es ¿se debe lanzar el Airbus A3XX? A) Analiza detenidamente el caso y haz un resumen de los principales datos. En Junio 23 del 2000, Airbus Industrie’s Supervisory Board aprobó a Airbus el ofrecimiento de A3XX, lo que se espera que sea un jet de tamaño jumbo con asientos disponibles desde 550-990 pasajeros. Algunas compañías mostraron interés tales como Air France, Emirates Airlines, etc. El precio asciende a $216M con un costo de desarrollo de $13B. Existe una duda sobre el beneficio de dicho lanzamiento. Airbus argumenta que tener un mayor cupo para pasajeros será beneficioso para la empresa, sin embargo a lo largo del caso se contraponen varias ideas: • Se debe de considerar el tamaño del avión con el tamaño de los aeropuertos ya existentes, • Considerar las rutas de larga distancia (no pueden ofrecer solamente el destino a una ciudad grande sin considerar el tiempo de transportación a las demás ciudades pequeñas, ya que eso es un punto de consideración para los pasajeros) • Tener en cuenta los horarios de los vuelos ya que incrementar el número nomás por tener más vuelos no significa que vayan a tener mayor audiencia • Boeing anteriormente había hecho un lanzamiento de un avión 747 con capacidad de hasta 550 pasajeros y el resultado no fue lo que esperaba, llevando a la empresa al punto de la quiebra Airbus podría considerar que al recibir la demanda inicial no significa que sea...
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