...| | | | ------------------------------------------------- Dynamics of Strategy * Evaluation of external business environment of Boeing * A critical assessment of the strategic resource capability (strategic fit) * Provide detailed recommendations after assessment of the feasibility, acceptability and suitability of Boeing * A detailed implementation plan NOTE: SEE APPENDICES FOR DETAILED ANALYSISFor Assignment or Dissertation Help, Please Contact: | Muhammad Sajid Saeed+44 141 4161015Email: tosajidsaeed@hotmail.comSkype ID: tosajidsaeed | | TABLE OF CONTENTS 1. INTRODUCTION------------------------------------------------------------------------------------- 03 2. VISION, MISSION, GOALS, AND OBJECTIVES ----------------------------------------------- 03 3. STRATEGIC ANALYSIS ----------------------------------------------------------------------------- 04 3.1 INTERNAL ANALYSIS -------------------------------------------------------------------- 04 3.1.1 RESOURCE-BASED VIEW ---------------------------------------------------- 04 3.1.2 VALUE CHAIN ANALYSIS ----------------------------------------------------- 06 3.1.3 FINANCIAL ANALYSIS --------------------------------------------------------- 07 3.2 EXTERNAL ANALYSIS -------------------------------------------------------------------- 08 3.2.1 PEST ANALYSIS ---------------------------------------------------------------- 08 3.2.2 PORTER’S FIVE FORCES ------------------------------------------------------...
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...Executive summary Boeing was founded in 1916 in Seattle, Washington and became one of the World’s largest and leading manufacturers in making commercial and military aircrafts. The company has been involved in acquiring international firms and making strategic alliances with many aerospace pioneers in the past. Some of the big acquired and merged aerospace companies are Hughes Space and Communications, North American Aviation, McDonnell Douglas, Rockwell International and Jappesen (Boeing, 2012). The purpose of this report is twofold and accordingly the report is divided into two parts. The first part consists of a critical evaluation of the internal and external business environments of Boeing to find out to at what extent Boeing is strategically fit with its current business environment. In the second part, an improvement strategy will be recommended to the company to effectively manage its supply chain practices after critically reviewing the feasibility, acceptability and suitability of the strategy. Contents Executive summary 1 Introduction to Boeing 787 Dreamliner 3 (PART A) 4 S.W.O.T analysis of Boeing 787 Dreamliner 4 Strengths: 4 Weaknesses: 5 Opportunities: 6 Threats: 6 Boeing 787 Dreamliner competitiveness 7 Business model of Boeing Dreamliner 787 9 B787 SYSTEMS AND EQUIPMENT: 9 MANUFACTURING/QUALITY: 9 Design and features of Boeing 787 Dreamliner: 10 Strategic alliance of Boeing 787 Dreamliner 12 Challenges posed by the business...
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...Table of Contents 1. Executive Summary 2 2. Reasons Boeing cancelled its development of the SuperJumbo 3 2.1. Boeing had an alternative to developing a new aircraft 3 2.2. Boeing already had market share 3 2.3. Boeings market analysis did not show sufficient demand 3 3. Strategic weaknesses in Airbus’s customer strategy 4 3.1. Strategic Analysis of Airbus 4 3.2. Analysing resources and capabilities of the organisation 5 3.3. Shaping the organisation through vision, mission and purpose 5 3.4. Customer strategy at Airbus 6 4. Is the Airbus strategy driven by customers? Or rather more by a sense of rivalry with Boeing? 6 5. Airbus’s demand estimates and implications for a customer driven strategy 7 6. Support for Airbus’s decision to proceed with the SuperJumbo 9 7. Conclusion 10 8. Bibliography 11 1. Executive Summary Boeing cancelled the development of the super jumbo after it had conducted a research. What informed this decision was the fact that there was no sufficient demand to justify the $7 billion investment. Instead of pursuing further the super jumbo development they decided to stretch their existing aircraft to cater for more passengers. They had no pressure to develop the super jumbo because they had the largest passenger aircratf at the time and had no competition at that segment of the market. This means that the segment of the market was monopolised by Boeing Airbus on the other hand wanted to penetrate the long range passenger...
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... Place: Leeuwarden Date: 22th of December2011 School: Education: Module: Strategic Management Year: 3 Version: 1 Word count Core text: 9706 Total: 7932 Table of content Preface 5 1. Summary of Ryanair 6 2. Problem statement 7 3. Corporate Strategy 8 3.1 Strategic development 8 3.1.1 Intended Strategy 8 3.1.2 Emergent Strategy 8 3.1.3 Strategic Lenses 8 4. Organizational Environment 9 4.1 PESTEL Framework 9 4.2 The Five Forces framework 12 5.2.1 The threat of entry 12 5.2.2 The threat of substitutes 12 5.2.3 The power of buyers 12 5.2.4 The power of suppliers 12 5.2.5 Competitive rivalry 13 5. Strategic capability 14 5.1 DuPont Analysis 14 5.2 Robustness 16 6. Competitive Strategy 18 7. Strategic Purpose 20 8. Business Economic Analysis 23 8.1 Liquidity 23 8.2 Solvability 23 8.3 Profitability 24 8.4 Efficiency 24 9. SWOT analysis 25 9.1 SWOT of Ryanair 25 9.1.1 Strengths 26 9.1.2 Weakness 26 9.1.3 Opportunities 26 9.1.3 Threats 26 10. TOWS Analysis 27 11. Alternative courses of action 28 12. Decision and Reasoning 29 9.1 Top 2 Alternatives 29 13. Implementation 30 Literature 31 Figure list 33 Preface The following report is written on behalf of the module Strategic Management, by students of Leisure Management. The case to write this report is “Ryanair” and the strategies that were used to become the biggest airline of the world. Ryanair is the...
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...Boeing |1 Boeing Strategic Analysis Report Professor Jiang Bus 189 Matt Fong Karolyn Vong Kenneth Wong Vivian Li Jae Woo Chae Joseph Eslao Boeing |2 Assessing the Industry Each year the strong economic growth of the U.S. has led to sustained high oil and fuel prices. Between 2003 and 2007, jet fuel expenses have increased dramatically by 15 percent to more than 30 percent of operating cost. Because of this, many airlines are demanding new aircraft that are fuel efficiency in order to help reduce their operational costs. The current trend of increasing fuel prices plays a key role in increasing the current demand for new aircraft or commercial airplanes that are more fuel-efficient. In addition, the rising fuel prices have taken a big effect on the economy. As fuel prices affect consumer goods and spending, leisure travel is expected to decrease, thus affecting the airline industry's bottom line. Furthermore, since the economy has gradually moved into a recession from the effects of rising fuel prices, many airlines that are struggling to stay out of bankruptcy, are looking for more ways to become cost effective. Thus, further fueling the demand for new commercial aircrafts to become more fuelefficient (2007 Annual Report). In order to save on costs so that Boeing can provide lower prices to its customers, Boeing and its competitor, Airbus, have both turned to outsourcing. Outsourcing has allowed Boeing to become more competitive. Furthermore...
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...7/21/2015 Boeing, Airbus Rivalry – Lessons in Strategic Planning Tuesday, July 21, 2015 Search: GO Home Terry Corbell Bio Management Services Seminars – HR Training Contact Author OpEd Economic Analysis U.S. Economic Forecasts Subscribe BusinessCoaching Topics: Planning Operations Marketing/Sales Finance Tech Public Policy HR Career Tips Wall Street Leadership Newsroom Video Reports: National & World Politics Business Science & Technology Sports Health Entertainment Oddly Enough Browse > Home / Marketing/Sales, Planning / Boeing, Airbus Rivalry – Lessons in Strategic Planning By Terry Corbell The Biz Coach http://www.bizcoachinfo.com/archives/1326 1/6 7/21/2015 Boeing, Airbus Rivalry – Lessons in Strategic Planning Boeing, Airbus Rivalry – Lessons in Strategic Planning Updated Feb. 24, 2015 It would make a great Hollywood movie. As of February 24, Boeing leads Airbus in the sales war in 2015, 69 to 28 jets. Boeing also beat Airbus in 2014. Probably to the chagrin of the American company, Airbus has invaded Boeing’s home turf – it’s assembling 10 percent of its A320s in Alabama. And China is building jets to compete with Boeing and Airbus. Companies can learn valuable lessons from the BoeingAirbus competition. In terms of strategic planning, it has been quite a rollercoaster ride with no end in sight. Have both sides done enough strategic homework? Should major manufacturers rely on government funding...
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...Airbus vs. Boeing in Superjumbos: Credibility and Preemption by Benjamin C. Esty and Pankaj Ghemawat Current Draft: August 3, 2001 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu Acknowledgements: We would like to thank Ed Greenslet and The Airline Monitor for providing data on and insights about the commercial jet aircraft industry, Mike Kane for assistance with the original teaching case, and the Division of Research at the Harvard Business School for supporting this research. Airbus vs. Boeing in Superjumbos: Credibility and Preemption Abstract In December 2000, Airbus formally committed to spend $12 billion to develop and launch a 555-seat superjumbo plane known as the A380. Prior to and after Airbus’ commitment, Boeing started and canceled several initiatives aimed at developing a “stretch jumbo” with capacity in between its existing jumbo (the 747) and Airbus’ planned superjumbo. This paper provides a strategic (game-theoretic) interpretation of why Airbus, rather than Boeing, committed to the superjumbo, and why Boeing’s efforts to introduce a stretch jumbo have, at least to date, been unsuccessful. Specifically, game theory suggests that the incumbent, Boeing, would earn higher operating profits if it could somehow deter the entrant, Airbus, from developing a superjumbo, but...
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...Harvard Business School Strategy Working Paper Series Working Paper Number: 02-061 Working Paper Date: February 2002 “Airbus vs. Boeing in Super Jumbos: A Case of Failed Preemption” Benjamin Esty (Harvard Business School) Pankaj Ghemawat (Harvard Business School This paper can be downloaded without charge from the Social Science Research Network electronic library at: http://ssrn.com/abstract_id=302452 Airbus vs. Boeing in Superjumbos: A Case of Failed Preemption* August 3, 2001 Rev. February 14, 2002 Benjamin C. Esty Morgan 381 Harvard Business School Boston, MA 02163 Tel: (617) 495-6159 e-mail: besty@hbs.edu Pankaj Ghemawat Morgan 227 Harvard Business School Boston, MA 02163 Tel: (617) 495-6270 e-mail: pghemawat@hbs.edu *Acknowledgements: Ramon Casadessus-Masanell, Bruno Cassiman, Richard Caves, Ken Corts, Tarun Khanna, Julio Rotemberg, Vicente Salas Fumas, Xavier Vives and seminar/workshop participants at Boston University, Copenhagen Business School, Harvard Business School, INSEAD, New York University and Universitat Autonoma de Barcelona provided helpful comments. So did senior executives at both Airbus (Adam Brown, John Leahy) and Boeing (Tim Meskill, Randy Baseler, and Jim Jessup), although their comments do not constitute an endorsement of the material in either the teaching case or this paper. We also gratefully acknowledge help from Ed Greenslet, Don Schenk, and The Airline Monitor in obtaining data and insights about the commercial jet aircraft industry...
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...THE BOEING COMPANY AND LOCKHEED MARTIN Keith L. Hohl EMGT 452 Semester Project 14 December 1999 Table of Contents 1. Introduction/Study Objective 2. Boeing Financial Statement and Analysis 2.1. Background and Product Lines 2.2. Consolidated Balance and Income Statements 2.3. Divisional Financial Statements 2.4. Ratio and Trend Analysis 3. Lockheed Martin Financial Statement and Analysis 3.1. Background and Product Lines 3.2. Consolidated Balance and Income Statements 3.3. Divisional Financial Statements 3.4. Ratio and Trend Analysis 4. Financial Comparison between the Two Companies 4.1. Consolidated Comparisons 4.2. Military Aircraft and Space Divisions Comparisons 5. Summary/Conclusions 6. Bibliography 7. List of Tables 8. List of Figures List of Tables T-1: Consolidated Financial Balance Sheet-The Boeing Company T-2: Consolidated Income Statement-The Boeing Company T-3: Divisional Financial Summary-The Boeing Company T-4: Consolidated Financial Ratio Analysis-The Boeing Company T-5: Consolidated Financial Balance Sheet-Lockheed Martin T-6: Consolidated Income Statement- Lockheed Martin T-7: Divisional Financial Summary- Lockheed Martin T-8: Consolidated Financial Ratio Analysis- Lockheed Martin List of Figures F-1: Total Assets Divisional Trend Analysis-The Boeing Company F-2: Sales Divisional Trend Analysis-The Boeing Company F-3: Net Earnings Divisional Trend Analysis-The...
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...This paper will evaluate the Boeing Company’s business strategy and global competitiveness plan, an internal assessment of the Boeing Company will be presented using the SWOT analysis, and the external environment will be assessed via an external scenario evaluation. The company’s organizational structure will be presented, and the organization’s business process will be discussed utilizing the tools of business process design, as well as any potential ethical issues that may impact the traditional management functions of the company will be identified and preventative measures will be presented. Business Strategy & Global Competitiveness Plan: Business Strategy & Global Competitiveness Plan: Boeing’s international strategy focuses on mutually beneficial partnerships. Around the globe, Boeing is developing partnerships that benefit its customers, business partners and local economies. In return, the company is strengthened by growing sales and tapping the best technologies the world has to offer. According to the Boeing company’s 2010 annual report, sales outside the United States accounted for 41 percent of Boeing’s revenue. That number is expected to increase significantly over the next few years. More than 80 percent of the Boeing Commercial Airplanes’ backlog is for jetliners ordered by non-U.S. customers. International sales are rapidly increasing as a portion of Boeing Defense, Space & Security’s total revenue. Shep Hill, Boeing International president, said...
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...October 17, 2011 Planning Function of Management Boeing Corporation is a massive and complicated company, which requires management planning. Boeing is a leading maker of high-end aircraft for commercial, military, satellites, and missiles. These aircraft are necessary to carry cargo and passengers. Boeing is a global company that serves customers all over the world. There are strict regulations for companies such as Boeing due to the safety and performance concerns with air travel. Because of strict regulations Boeing has to conduct extensive planning so they can operate efficiently. For Boeing business planning is a very complicated process that is influenced by many internal and external factors. Boeing has remained successful over the years because of their strong ethics and planning abilities. Boeings planning function of management is the process of setting goals and objectives for the company to achieve over a set period of time. It is vital to the success of Boeing’s plans to include activities and tasks that upon completion will ensure they reach their goals. It is also necessary to take into account variables and unexpected occurrences that may hinder goals. For Boeing it is vital for each major department to use this method of planning. Boeing is still successfully efficient because they set goals in each major departments such as: sales, engineering, product testing, and all other departments. For every goal Boeing has a set of guidelines that explain how the goal...
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...into consideration for the organization to achieve effective contribution, coordination, and perfect adjustments for organizational success. This paper will evaluate the planning functions of Boeing. Boeing is the largest manufacture of military planes and commercial jetliners and “One of the world’s” leading aerospace companies. Boeing specializes in manufacturing and designing of defense systems, communication systems, launch vehicles, and various other systems. Boeing operates the International Space Station and the Space Shuttle National Aeronautic Space Administration (NASA), Boeing functions of management is the important factor to the success of the company. Boeing Management Planning Functions Boeing has many departments therefore lack of planning would place the company in a vulnerable position for failure to motivate employees and meet deadlines. Boeing has developed a very unusual organizational structure, which assumes two business solutions tied together with nine levels that define the corporate functions. Boeing’s planning functions of management consist of engineering, technology, and operations, human resources management, business development, finances, international operations, internal governs, legal department, and public relations/environmental management. Boeing employs effective and simple management actions for planning, acting, analyzing, and...
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...Boeing Australia Limited Case Boeing Australia Limited Case Report Table of Contents Page Part 1 Executive Summary 2 Part 2 Issue Identification 3 Part 3 Environmental and Root Cause Analysis 3 Part 4 Alternatives and Options 4 Part 5 Recommendations and Implementation 6 Part 6 Monitor and Control 7 Part 7 Conclusion 7 Part 1: Executive Summary Following a detailed examination of Boeing Australia Limited’s current procurement processes, I am recommending that BAL continue to use its existing legacy systems. There is a limited budget at this time to invest in new projects. BAL has done an impressive job initiating many short term improvements and I feel at this time it makes sense to allocate our resources and focus on this continuous improvement program. In order to arrive at this decision, an analysis of the pros and cons of implementing a new e-procurement system was conducted. Due to the large monetary investment required and the overall scale of this project, it is not practical to commit to a new system today. We have been successful at executing many effective changes in the area of procurement and will continue to do so in the future. This will help to streamline our processes, improve customer and supplier relations and most importantly, will ensure that Boeing Australia will meet its long term strategic goals. Russell Menere ...
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...STRAYER UNIVERSITY | Business diversifications of Boeing and Ford Motors | Victor Adejayan | | PROFESSOR WALTER WILLIAM DINGMAN | BUS 508 | A qualitative analysis of the diversification efforts of Boeing and Ford Motors. | Diversification:- Diversification is the process of entering new business markets with new products. Such efforts may be undertaken either through acquisitions or through extension of the company's existing capabilities and resources. The diversification process is an essential component in the long range growth and success of most thriving companies, for it reflects the fundamental reality of changing consumer tastes and evolving business opportunity. But the act of diversifying requires significant outlays of time and resources, making it a process that can make or break a company. Small business owners, then, should carefully study diversification options—and their own fundamental strengths—before proceeding (Gale Encyclopedia of Small Business). Barron’s Marketing Dictionary defines Diversification as; Corporate growth strategy whereby a business builds its total sales by acquiring or establishing other businesses that are not directly related to the company's present product or market (Barron's Business Dictionary). Barron also identified the three major diversification strategies as the following; Concentric diversification, where the new business produces products that are technically similar to the company's current...
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...BM215 INTRODUCTION TO MANAGEMENT Semester 2, AY2011/2012 Individual Report A Report on Southwest Airlines Prepared for: Mr. Balasubramanian Shankar Due date: Monday, 5th October 2015 Submitted by: Jiyeon | CT00000000 | TABLE OF CONTENTS 1. INTRODUCTION 2 2. COMPANY BACKGROUND 3 3. PESTEL ANALYSIS 4 3.1 Political 4 3.2 Economic 4 3.3 Social 5 3.4 Technological 5 3.5 Environment 5 3.6 Legal 6 4. PORTER’S FIVE FORCES ANALYSIS 7 4.1 Threat of New Entry 7 4.2 Threat of Substitution 7 4.3 Buyer Power 7 4.4 Supplier Power 8 4.5 Competitive Rivalry 9 5. STRATEGIC RECOMMENDATIONS 10 5.1 Managing Technology Advancements 10 5.2 Maintain Cost Advantage 10 5.3 Geographical Expansion 10 5.4 Product Diversification 11 6. CONCLUSION 12 7. REFERENCES 14 1. INTRODUCTION The focus company in this report is Southwest Airlines (SA), a major low cost carrier in the United States (US). The aim of this report is to examine the current market environment and competitive power of Southwest Airlines. In order to have a substantial overview of its environment, two analyses, the PESTEL analysis and Porter’s Five Forces analysis, will be used to evaluate SA. With the findings, strategic recommendations will be made for the problems that the airline is facing or may encounter in the near future. 2. COMPANY BACKGROUND Southwest Airlines is a budget airline established in 1967 by Rollin King and Herb Kelleher...
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