Scientific Study from the year 2007 in the subject Business economics - Operations Research, grade: 1,0, University of Southern California (Business Faculty), course: Strategic Management, language: English, abstract: The purpose of this report is to provide a Strategic Management Report with detailed strategic analyses of the dominant civil aircraft manufacturers Airbus and Boeing. The discussion main part of this report is separated into internal and external analyses, which are reasoned in greater detail and supported with reasonable graphs and tables in the attached Appendices. Finally, conclusions are drawn as to which is the more strategic savvy and which company has the more sustainable enterprise; and there is a recommendation given in which company a potential investor should rather invest in. Airbus and Boeing are having a neck-and-neck race in the aircraft industry for jets over 100 seats between Airbus and Boeing about the market leadership. After Airbus overtook its rival the first time in 2001 in terms of aircraft order and delivery, it stayed in front the last years until Boeing got back on top in 2006. The aircraft manufacturing industry is constantly growing, a global market and had a size of US$ 63 billion revenues in 2006. It is characterized by high entry barriers and investment in R&D and by a duopoly with Airbus and Boeing having a market share of 86% for aircrafts over 100 seats. At the moment Airbus is in weaker financial position than its competitor. Boeing had an average year in 2006 with a moderate and good profitability, whereas Airbus is not in the red, but it is remarkable that the company had a bad year caused by the production and delivery problems with the A380, connecting with the delay compensations. In general, both Airbus and Boeing experience a strong support by the parent companies, whereas Boeing’s outstanding and tightened military division strongly keeps the commercial airplane division on the ground and gives it an edge. In terms of product strategy the strength of the one is the weakness of the other: Boeing found no real answer on the A380 as mega-jumbo, but is highly successful with its B787 in the mid-size, long-range segment, where Airbus is lagging behind with its try to catch up through the A350. The market opportunities for both companies and strategies exist with increasing air traffic, especially in Asia with its upcoming markets China and India. On the other side increasing prices for raw materials or indirectly oil price fluctuations, and the risk of a new external shocks are threatening the performance.

The commercial airline industry is one of the most volatile, dog-eat-dog enterprises in the world, and in the late 1990s, Europe’s Airbus overtook America’s Boeing as the preeminent aircraft manufacturer. However, Airbus quickly succumbed to the same complacency it once challenged, and Boeing regained its precarious place on top. Now, after years of heated battle and mismanagement, both companies face the challenge of serving burgeoning Asian markets and stiff competition from China and Japan. Combining insider knowledge with vivid prose and insight, John Newhouse delivers a riveting story of these two titans of the sky and their struggles to stay in the air.

Reflecting the challenges of formulating, implementing and monitoring strategy in practice, White's contemporary text discusses differing theories and approaches in the context of real-world experience. Readers are encouraged to conceptualize and generalize business problems and to confront philosophical issues without losing sight of practical aims. Each chapter starts with a Key Strategic Challenge and sets the scene of a case study which is resolved at the end of the chapter. The text includes more than 60 Strategy in Action short case examples to illustrate how organizations apply strategy in practice along with fifteen long case studies for detailed analysis. Strategic Projects and Exploring Further sections encourage readers to investigate the subject more in detail. Strategic Management: - Acknowledges the complex reality of strategy in the real world showing students the challenges they will encounter when implementing strategy in practice. - Provides a solid theoretical grounding in the subject enabling students to develop their own strategic approaches. - Offers comprehensive and contemporary topic coverage reflecting current trends such as globalization, co-operative strategy and performance measurement. - Includes separate chapters on Implementation, Monitoring and Risk Assessment reflecting the critical role of these issues within organizations. - Provides a wide range of international case examples from well-known organizations in all regions of the world allowing students to see how strategy is implemented in practice and reflecting the global nature of strategy for multinational corporations. Integrated web packages include: - For students: Additional long case studies, integrating case study, links to further resources, searchable glossary. - For Instructors: Suggested teaching pathways and key themes, additional case study questions, comments on exercises and assignments within the text, powerpoint lecture presentations. Visit www.palgrave.com/business/white for more information.

How do companies such as BMW, Airbus Industrie, and Bayer leverage technology and learn to thrive where others fail? This book provides a one-stop resource on technology, innovation, and knowledge management. It gives you a tool for gaining short-term, case-specific insight and long-term, industry-wide understanding of the best technology management and learning policies and practices. The Strategic Management of Technological Learning explores a portfolio of case studies on technology-driven-but not exclusively high-tech-companies that have an overall long-term record of success and prosperity. Through in-depth interviews with industry practitioners, the author empirically identifies the presence of Strategic or Active Incrementalism. The following chart shows the studied firms, which operate at high risk and uncertainty, very dynamic, and technologically intensive business environments:

This student-focused text provides an emphasis on skills development. Packed with real-life examples of what can go wrong with even the most well-conceived strategies, there is a focus on realism throughout. With a highly accessible writing style, this text it is an invaluable learning tool for all students in this area.

Project Report from the year 2012 in the subject Business economics - Business Management, Corporate Governance, grade: First Class, University of Bradford (School of Management), language: English, abstract: This report will give a comprehensive analysis of Airbus based on strategic analysis (internal and external) and strategic formulation and will conclude with a recommendation. One of the most vital tools for human success is strategy. Even- though influential people for example, Barrack Obama, and Warren Buffet epitomizes luck, what really made them successful was to have a clear goal, understanding of their competitive environment and most importantly, identifying opportunity when they appeared and to have the clarity of direction and the tractability necessary to exploit these chances- effective implementation. Reason is that without a consistency of direction, based on understanding their environment and a keen awareness of how to maneuver into a position of advantage, competitors will out-compete them. Therefore, strategy refers to having a succinct and articulate goal, and plans to achieving it - put succinctly, a good strategy is about winning. In light of constant change and relentless competition ,strategy becomes less about building positions of sustained competitive advantage rather, more about developing the responsiveness and flexibility to create successive temporary advantages-the economic downturn in 2008-9, is encouraging new thinking about the purpose of business. Disillusion with “shareholder value capitalism” has been accompanied by renewed interest in corporate social responsibility, ethics, and sustainability of the natural environment and the role of social legitimacy in long-term corporate success.

Students enjoy the concise and approachable style of Strategic Management: Concepts and Cases, 5th Edition. Written in an accessible Harvard Business Review style with lots of practical examples and strategy tools, this course engages students with an easy-to-understand learning experience to strategic management concepts that will help them succeed in today's workplace. The newest edition of Strategic Management sparks ideas, fuels creative thinking, and discussion, while engaging students via contemporary examples, outstanding author-produced cases, unique Strategy Tool Applications, and much more!

The market forces shaping business today are fundamentally changing the way we do business. To remain competitive, new management strategies must be developed and implemented. Corporate executives and managers everywhere need the latest management tools to help them revitalize their business and successfully position their organization for the future. No matter what type of business you are in, Strategic Management for the XXIst Century provides valuable insights to help you lead your organization by using the newest approaches for strategic planning. This essential resource not only explains the concept of strategic management, but also offers a step-by-step blueprint for creating a strategic planning system consisting of three components: strategic, administrative, and operational. An insightful and visionary reference, Strategic Management for the XXIst Century explains the logical relationships between a planning system and the structure within which they are executed. Also discussed are techniques of trend analysis, scanning projections, probability studies and "futures research"--the answer to bridging the gap between today's and tomorrow's markets.

Cases only version of the Strategic Managment: Concepts and Cases text.

For the first time since WWII, a European airplane manufacturer, Airbus, not only succeeded in challenging Boeing, the storied American aviation titan, but also nearly crippled the giant-a fate fully realized by McDonnell Douglas, a previous American icon. This book chronicles an insider's account of more than two decades of how Boeing fought back in the extremely fierce, high-stakes, and highly political quest for global aviation supremacy. The book also shows how the industry shapes the regulations and, working with the regulators, how it has changed the direction of aviation.