...HOGESCHOOL ZUYD IBMS BLOCK4.1 INTEGRATIVE CASE Table of content Preface 4 Summary 4 Company Description 5 Definition of the problem 5 Description of the procedure 7 Research 7 Suppliers and delivery problems 8 Lower demand 9 New customers – BRIC and Eastern Europe countries 9 Environment protection 11 Chapter 1 12 SWOT Analysis 12 Porter’s 5-forces Analysis 14 Value Chain Analysis 16 Strategic Logic 18 Chapter 2 22 Strategic Map 22 Chapter 3 23 Value Based Management Philosophy 23 Chapter 4 25 Risk Management Process 25 Chapter 5 27 Financial Analysis 27 Ratio Analysis 28 What is the position of the company in this situation of a financial crisis related to its main competitors? 32 Chapter 6 33 Budgeting Process in Management Control System 33 Chapter 7 34 Internal Control System 34 The alignment of the Internal Control System into the day-to-day management of performance 35 Conclusions and Recommendations 36 Bibliography 37 Closing statement 38 Preface Background We are appointed to finish the Bombardier case to give a primary analysis on the Bombardier Transportation, emphasis on the risk management of the company. Combining the subjects we have learnt about risk management and strategy management. Acknowledgement We would like to express our gratitude to all those who gave me the possibility to complete this report. We are heartily thankful to our professor, Mr. Chretien Straetmans...
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...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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...Although ironic, the stories from anti-war novels tend to be set around war zones or environments, with characters whose lives somehow revolve around a specific period of warfare. This is the case in Kurt Vonnegut’s Slaughterhouse-5 and Catch-22 by Joseph Heller. Their respective main characters, Billy Pilgrim and John Yossarian, are differently characterized, but their objective as soldier fighting for the United States in World War II is the same. They are located in abundantly different regions, Billy in Dresden, Germany, while Yossarian finds himself in the Italian island of Pianosa. To ironically display the theme of anti-war, Slaughterhouse-5 accurately represents a marking event in world history taken from actual experiences while Catch-22 presents a real location but with fictitious events. Slaughterhouse-5’s story is mainly focused around Billy’s experience during his time spent in Dresden as a prisoner of the Germans. Dresden is known for its cultural and artistic splendor, with churches (such as the Frauenkirche), concert halls and gardens which contribute to its fame. In the novel, the American soldiers were transported to the city by foot and later by train to finally reach Schlachthof-fünf, German for slaughterhouse five. The bombing is foreshadowed many times before its actual execution in the novel, and at one point even directly contradicted by an Englishman before the departure: “You needn't worry about bombs, by the way. Dresden is an open city. It is undefended...
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...Executive Summary Activities in the commercial aeroplane manufacturing industry have been outshined by the competition involving the European owned Airbus and the USA owned Boeing. These two companies exist as a duopoly at the top end of the commercial aeroplane manufacturing industry that covers the development of airplanes with a capability of more than 200 persons. Other aeroplane manufacturers also exist but at the lower end of the industry, these smaller firms mainly develop low capacity airplanes that basically convey less than 150 persons. Boeing is a United States of America based company which was founded by William Edward in 1916, the firm has been dominating the industry since its inception while on the other hand Airbus was founded in 1970 by the European Aeronautic and Space Co. (EADS) with its headquarters in Toulouse, France in other to challenge the monopoly thus far enjoyed by Boeing. The trade disputes or disagreements involving the European Union (EU) as well as the United States (US) take precedence in the rivalry or fight between this two firms. Whilst Airbus receives subsidies in the form of launch aid from the European Union while at the same time Boeing is granted right to use the United States military’s Research and development technology. Owing to the soaring operating fund as well as long product break even time associated in the airplane manufacturing industry, it can be reasonably debated or argued that it will be somehow difficult for each of...
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...9B15C008 Robert Way wrote this case under the supervision of Professor Gerard Seijts and Professor Jean-Louis Schaan solely to provide material for class discussion. The authors do not intend to illustrate either effective or ineffective handling of a managerial situation. The authors may have disguised certain names and other identifying information to protect confidentiality. This publication may not be transmitted, photocopied, digitized or otherwise reproduced in any form or by any means without the permission of the copyright holder. Reproduction of this material is not covered under authorization by any reproduction rights organization. To order copies or request permission to reproduce materials, contact Ivey Publishing, Ivey Business School, Western University, London, Ontario, Canada, N6G 0N1; (t) 519.661.3208; (e) cases@ivey.ca; www.iveycases.com. Copyright © 2015, Richard Ivey School of Business Foundation Version: 2015-05-22 In early 2014, Ferio Pugliese looked back on his turbulent first nine months as president of WestJet Airlines Ltd.’s (WestJet) new regional air service Encore. Officially launched in Western Canada in June 2013, this venture represented the company’s most significant organizational change in its 18 years of dramatic growth and was billed as WestJet’s “second coming” — hence, the chosen name Encore. The process of expanding the airline’s fleet to include smaller, short-haul aircraft servicing smaller destinations throughout...
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...| | |WestJet: Environmental and Porter Analyses | |BUSM 4200 | Table of Contents Executive Summary 2 Mission Statement and Vision 4 1. 4 1.0 Political/Legal 4 2.0 Economic 4 3.0 Socio-cultural 5 4.0 Technological 5 5.0 Demographic 5 5.1 Geographical 6 5.2 Income Distribution 6 6.0 Global 7 7.0 Porter’s Five Forces 8 7.1 Bargaining Power of Suppliers 8 7.2 Bargaining Power of Buyers 8 7.3 Threat of Substitute Products 9 7.4 Threat of new entrants 9 7.5 Intensity of Rivalry among Competitors 9 8.0 Core Competencies 10 9.0 Porter’s Value Chain 11 9.1 Primary Activities 11 9.2 Supporting Activities 12 Executive Summary This report identifies and analyzes key information and issues about 'WestJet Airlines Ltd.' for business purposes. It examines the company's general and industry environments, its core competencies, and its value creation activities. Most importantly, the increase in demand for lower-priced air carriers coupled with its decentralized infrastructure and strong integrated strategy, has helped make WestJet the second largest Canadian...
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...Interacting between logistics and new product development to achieve company market success. Evidence from Business Aviation Industry: Piaggio aero Company case study. Mario Mustilli and Filomena Izzo; School of Management & Economics, Seconda Università degli Studi di Napoli, Capua (CE), Italy; mario.mustilli@unina2.it, filomena.izzo@unina2.it. Abstract Our paper analyses the interacting between logistics and new product development (NPD) to achieve company market success in the Business Aviation industry. The empirical analysis focused on Italian case study: Piaggio Aero Company. We adopted both qualitative and quantitative data. We found: 1) higher levels of logistics involvement has greater NPD project performance; 2) higher levels of logistics involvement has greater NPD logistics performance; 3) higher levels of NPD logistics performance have higher levels of NPD project performance. Empirical research showed that having technology distinctive competence and innovative product are not sufficient to achieve market success in an industry with high barrier to entry as one that BA; logistics, production, marketing, and NPD must work together co-operatively as unified processes for customer satisfaction and firm success. * Written by Filomena Izzo ** Written by Mario Mustilli & Filomena Izzo INTRODUCTION** Customer closeness necessitate that everyone in the firm have the customer firmly in mind when exercising their functional capabilities. At...
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...EMIRATES AIRLINE EXPANSION STRATEGY DUBAI-VANCOUVER About Emirates Airlines: Our Vision & Values The principles which propel us forward A strong and stable leadership team, ambitious yet calculated decision-making and ground-breaking ideas all contribute to the creation of great companies. Of course, these have played a major part in our development, but we believe our business ethics are the foundation on which our success has been 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...
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...easier to penetrate/venture into other foreign markets * opportunities to lowering production and marketing costs due to the ability to standardize products and processes * and ultimately benefit from having to deal with fewer national currencies (e.g transactions could be in US Dollar, or Euros because EU nations use that), which reduces risks and costs. Negative impacts * small Canadian companies and marketers find it difficult to compete on an even playing field with larger transnational companies. * Globalization is forcing firms to identy core competencies and develop sustainable advantages that will insulate them from competition. * Uncontrollable elements: competitive structure, economic climate, political/legal forces, competition, legal restraints, government controls, weather, fickle consumers. Marketers can’t control these factors but must adjust or adapt to them in a manner consistent with a...
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...The Qantas Group’s main business lies in the transportation of passengers via two complementary airline brands – Qantas and Jetstar. The Sub-divisions of the brands are shown in the figure below: In addition to the airline brands, the Qantas Group operates Qantas Frequent Flyer and Qantas Freight. The Group has additional equity interests in airline and airline-related businesses. Qantas is also a partner with Australia Post in two jointly controlled entities: Australian air Express and Star Track Express, a national road freight business. [12] The Qantas Group’s long term vision is ‘to operate the world’s best premium airline, Qantas, and the world’s best low fares carrier, Jetstar.’ [13] To achieve this, the Group is focused on five key elements: * Safety is our first priority * Right aircraft, right routes * Customer service excellence * Operational efficiency * Two strong complementary brands : Qantas and Jetstar The airline businesses, grouped under the Qantas and Jetstar brands, are: -Qantas -Jetstar -QantasLink -Jetstar Asia -Jetstar Pacific Qantas Airways | Parent Company | Qantas company | Category | International | Sector | Airlines | Tagline/...
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...Chapter 1 expanding abroad: motivations, means, and mentalities Case 1-1 Cameron Auto Parts * Alex Cameron got the family biz when graduated in 2001, when the American economy fell into a recession * History * Auto Pact, big three ship car parts between Canada & US, with tariff free * Cameron focus on small engine parts and auto accessories * Car Sales dropped in 2000, because declining North America and entry of Japanese * High pressure for modernization and cost reduction * Operational survival: cut workforce, overtime, part-time, subcontracting * Recovery and diversification * The short-term future seemed positive, but the popularity of Japanese car forced it to diversify * Working as an OEM Cameron did little to be innovative * Alex brought in a team of designers, concentrating on developing products with a wider ‘non-automotive’ market appeal * The first year no progress, Alex lured away a key engineer from the Canadian firm, and mid-2003, developed its own line of flexible couplings * Marketing the new product * Hired eight field sales representatives, stress product quality, service and speed of delivery, but not price. * Financing plant capacity * Increasing sales of flexible couplings required a new separate plant, but the financial position is not strong enough to support it * Foreign markets * Took a European Patent * A licensing opportunity ...
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...rapid changes in securities markets are: • Pressure by institutional investors who have emerged as the dominant force in the market • Computerized trading of securities Level of Difficulty: Medium Topic: The Changing Securities Markets 4-3. The S&P/TSX Composite Index measures changes in market values of a portfolio of Canadian stocks due to changes in the total market capitalization of these stocks. Level of Difficulty: Medium Topic: Canadian Market Indexes 4-4. The Dow-Jones Industrial Average is a price-weighted average of 30 large (blue-chip) stocks trading on the NYSE. The S&P 500 Composite Index is a market value index consisting of 500 stocks, with a base period set to 10 (1941-1943). These measures are the two most often-used indicators of U.S. stocks’ performance. The Dow-Jones Averages are carried by The Wall Street Journal, while the S&P 500 Index is the indicator most often used by institutional investors. Level of Difficulty: Medium Topic: US Market Indexes 4-5. Blue chip stocks are large, well-established and well-known companies with long records of earnings and dividends. They are typically traded on the TSE (in Canada), and the NYSE (in the United States). In Canada, examples include the Royal Bank of Canada, Bombardier, and BCE. In the United States, examples include Coca-Cola, General Electric, and IBM....
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...Term paper on “The Airline Industry in Bangladesh : A management Colosseum” Faculty of Business Studies Bangladesh University of Professionals (BUP) The Airline Industry in Bangladesh : A management Colosseum Submitted to Major General (Retired ) Professor Alauddin M A Wadud,BP Course Instructor, Strategic Management Faculty of Business Studies Bangladesh University of Professionals (BUP) Submitted by 1. Priodarshine Auvi (EV1202026) 2. Mohammad Abdul Momin (EV1202027) 3. Kazi Kamrul Alam (EV1202029) 4. Mahbubur Rahman (Ev 1202028) 5. Maruf Hossain (Ev 1202014) LETTER OF TRANSMITAL Aug 27, 2013 Major General (Retired ) Professor Alauddin M A Wadud,BP Course Instructor Strategic Management Faculty of Business studies Bangladesh University of Professionals (BUP) Subject: Submission the term paper of “The Airline Industry in Bangladesh: A management Colosseum” Dear Sir, With due respect and humble to inform you that it is my pleasure to submit this report on“The Airline Industry in Bangladesh: A management Colosseum”. As your valuable suggestions and guidance, we have tried my best to prepare the report properly. There may be some shortcomings. We would be grateful if you consider those as excusable points and we like to thank you for your kind cooperation. Despite the limitations, we sincerely believe that you...
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...assigned to customized goods and services? How is overhead allocated to individual jobs? What is the difference between actual costing and normal costing? What are the uses and limitations of job cost information? How are spoilage, rework, and scrap handled in job costing? What are the quality and behavioral implications of spoilage? ch05.qxd 9/27/04 4:19 PM Page 175 BOMBARDIER: CUSTOM MANUFACTURING n 1942, the Canadian company L’AutoNeige Bombardier Limitée began manufacturing tracked vehicles for snow-covered terrain. These vehicles were early models of what later became snowmobiles. In English, L’Auto-Neige means snow car. Over time, the company developed expertise in building engines and expanded into other markets such as personal watercraft, aircraft, subway cars, buses, and jet boats. The company, eventually known as Bombardier Inc., continued to expand, often by acquiring existing companies. For example, it acquired Canadair (the leading Canadian aircraft manufacturer), Pullman Railcars in the United States, and an Irish manufacturer of civil and military aircraft and defense systems. In 1990, Bombardier acquired Learjet Corporation, a U.S. manufacturer of...
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...nerve. EADS (Airbus) is betting the company on this aircraft. 2 On June 23, 2000, Airbus Industrie’s Supervisory Board approved an Authorization to Offer (ATO) the A3XX, a proposed super jumbo jet that would seat from 550 to 990 passengers, have a list price of $216 million, and cost $13 billion to develop. Before the Board 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...
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