Airbus ' Key Factor Of Business Strategy

1633 WordsNov 17, 20157 Pages
Although the headquarter is in France, Airbus has developed on its solid European roots to push ahead on an international scale with fully-owned subsidiaries in the United States, China, Japan, India and in the Middle East; engineering and training centres in Toulouse, Miami, Wichita, Hamburg, Bangalore and Beijing; spare parts centres in Hamburg, Frankfurt, Washington, Beijing, Dubai and Singapore and more than 150 service offices around the world. Airbus ' key factor of business strategy is global diversity, it has multi-culture employees of more than 55,000, which includes over 100 nationalities from different region in the world (Airbus, 2015b). The main competitor Airbus’s main competitor, Boeing Company was founded in 1916, it has been the world 's leading manufacturer of large commercial aircrafts for several decades (Tong & Tong, 2003). However, in 2005 Airbus delivered more planes than Boeing, due to the 911 terrorist attack in 2001, and suffered a strike by workers in the manufacturing site last autumn. Between 2005 and 2004, Airbus deliveries increased by 18% to 378 aircraft, said Chief Executive Gustav Humbert. It was a new record for Airbus, it was a better outcome than the European aircraft maker 's perdition (370 deliveries). On the other hand, Boeing, which has lagged behind Airbus in orders since 2001 and deliveries since 2003, only delivered 290 planes in 2005 (Michaels, 2006). Despite the victories between the years 2001-2005, competing Boeing has not
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