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.

NEW YORK TIMES BUSINESS BEST SELLER • A suspenseful behind-the-scenes look at the dysfunction that contributed to one of the worst tragedies in modern aviation: the 2018 and 2019 crashes of the Boeing 737 MAX. An "authoritative, gripping and finely detailed narrative that charts the decline of one of the great American companies" (New York Times Book Review), from the award-winning reporter for Bloomberg. Boeing is a century-old titan of industry. It played a major role in the early days of commercial flight, World War II bombing missions, and moon landings. The planemaker remains a cornerstone of the U.S. economy, as well as a linchpin in the awesome routine of modern air travel. But in 2018 and 2019, two crashes of the Boeing 737 MAX 8 killed 346 people. The crashes exposed a shocking pattern of malfeasance, leading to the biggest crisis in the company’s history—and one of the costliest corporate scandals ever. How did things go so horribly wrong at Boeing? Flying Blind is the definitive exposé of the disasters that transfixed the world. Drawing from exclusive interviews with current and former employees of Boeing and the FAA; industry executives and analysts; and family members of the victims, it reveals how a broken corporate culture paved the way for catastrophe. It shows how in the race to beat the competition and reward top executives, Boeing skimped on testing, pressured employees to meet unrealistic deadlines, and convinced regulators to put planes into service without properly equipping them or their pilots for flight. It examines how the company, once a treasured American innovator, became obsessed with the bottom line, putting shareholders over customers, employees, and communities. By Bloomberg investigative journalist Peter Robison, who covered Boeing as a beat reporter during the company’s fateful merger with McDonnell Douglas in the late ‘90s, this is the story of a business gone wildly off course. At once riveting and disturbing, it shows how an iconic company fell prey to a win-at-all-costs mentality, threatening an industry and endangering countless lives.

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.

Bogen fortæller om det europæiske og amerikanske samarbejde, der udviklede Airbus.

747 is the thrilling story behind "the Queen of the Skies"—the Boeing 747—as told by Joe Sutter, one of the most celebrated engineers of the twentieth century, who spearheaded its design and construction. Sutter's vivid narrative takes us back to a time when American technology was cutting-edge and jet travel was still glamorous and new. With wit and warmth, he gives an insider's sense of the larger than life-size personalities—and the tensions—in the aeronautical world.

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.

An in-depth history of the controversial airplane, from its design, development and service to politics, power struggles, and more. The Boeing 737 is an American short- to medium-range twinjet narrow-body airliner developed and manufactured by Boeing Commercial Airplanes, a division of the Boeing Company. Originally designed as a shorter, lower-cost twin-engine airliner derived from the 707 and 727, the 737 has grown into a family of passenger models with capacities from 85 to 215 passengers, the most recent version of which, the 737 MAX, has become embroiled in a worldwide controversy. Initially envisioned in 1964, the first 737-100 made its first flight in April 1967 and entered airline service in February 1968 with Lufthansa. The 737 series went on to become one of the highest-selling commercial jetliners in history and has been in production in its core form since 1967; the 10,000th example was rolled out on 13 March 2018. There is, however, a very different side to the convoluted story of the 737’s development, one that demonstrates a transition of power from a primarily engineering structure to one of accountancy, number-driven powerbase that saw corners cut, and the previous extremely high safety methodology compromised. The result was the 737 MAX. Having entered service in 2017, this model was grounded worldwide in March 2019 following two devastating crashes.? In this revealing insight into the Boeing 737, the renowned aviation historian Graham M. Simons examines its design, development and service over the decades since 1967. He also explores the darker side of the 737’s history, laying bare the politics, power-struggles, changes of management ideology and battles with Airbus that culminated in the 737 MAX debacle that has threatened Boeing’s very survival.

This timely book investigates the experiences of employees at all levels of Boeing Commercial Airplanes (BCA) during a ten-year period of dramatic organizational change. As Boeing transformed itself, workers and managers contended with repeated downsizing, shifting corporate culture, new roles for women, outsourcing, mergers, lean production, and rampant technological change. Drawing on a unique blend of quantitative and qualitative research, the authors consider how management strategies affected the well-being of Boeing employees, as well as their attitudes toward their jobs and their company. Boeing employees’ experience holds vital lessons for other employees, the leaders of other firms determined to thrive in today’s era of inescapable and growing global competition, as well as public officials concerned about the well-being of American workers and companies.