The purpose of this report is to analyse the problems and issues faced by the Boeing company over history and provide a strategic plan for its future growth and development.
At first this report gives an introduction on the background and the current situation of Boeing. Then it conducts a series of analysis on the factors that might influence the development of the company, they include: SWOT analysis to discover the company’s internal strengths and weaknesses together with its external opportunities and threats; Industry and competitive analysis which by applying Porter’s five forces illustrates the competitive environment in the aviation industry and the situation Boeing is in; Company analysis- by analysing …show more content…
This report assumes that all the data given in the case study is true and there is not unforeseeable significant environment disruption.
2.0 SWOT analysis:
2.1.1 Good product at hand:
Boeing’s 777 is found quite popular in the commercial aircraft market. It beats Airbus’ A330-300 and A340 successfully. By the end of 2000, Boeing obtained 113 orders for 777, which created a record for single model sales in a year (Velocci Jr. 2000). The 777 aircrafts enjoy Boeing’s most advanced design, with bigger interior space and fuel saving twin jets, carrying less people than 747 but being able to take long-range flights (Wilhelm 2000b). According to Randy Baseler (n.d.,cited in Wilhelm 2000b) the vice president of marketing for Boeing Commercial Airplane Group, the long range 777 is 15% to 18% more efficient than their competitor A340 models. The climbing speed and bigger interior room are also favorable features. A poll conducted to airlines in 2000 proves Baseler’s argument- Boeing’s 777-200 and -300 were found to be top performers among wide body aircrafts (Whyte 2000).
Airbus, by contrast, only got 103 orders by the same time. The order includes 17 of A340 and 86 of A330. Among these A330s’ orders, only 30-35 out of 86 were for A330-300- the competitor of 777, while the rest compete mainly Boeing’s 767 commercial aircraft (Velocci Jr. 2000).
The Boeing Company designs, develops, manufactures, sells, services, and supports commercial jetliners, military aircraft, satellites, missile defense, human space flight, and launch systems and services worldwide. It operates in five segments: Commercial Airplanes, Boeing Military Aircraft, Network & Space Systems, Global Services & Support, and Boeing Capital. The Commercial Airplanes segment develops, produces, and markets commercial jet aircraft for various passenger and cargo requirements; and provides related support services to the commercial airline industry. This segment also offers aviation services support, aircraft modifications, spare parts, training, maintenance documents, and technical advice to commercial and government customers. The Boeing Military Aircraft segment researches, develops, produces, and modifies manned and unmanned military aircraft, and weapons systems for global strike, vertical lift, and autonomous systems, as well as mobility, surveillance, and engagement. The Network & Space Systems segment researches, develops, produces, and modifies strategic defense and intelligence systems, satellite systems, and space exploration products.
With only a few large companies across the globe (Boeing, MD, and Airbus), the commercial aircraft industry essentially exhibits the qualities of an oligopolistic competition with intense rivalry. Here is an analysis of competition in the commercial aircraft business using Porter’s Five Forces.
This paper of Philip Condit and the Development of the 777; describes the management, and technological changes that Philip Condit made to the development style of the Boeing Company. Before Philip Condit took over the 777 program, Boeing had been making airplanes in the same fashion as it had been doing for 70 years prior. Mr. Condit saw the chance to bring Boeing into the 21st century not only with the new technology of computer aided drafting, but with modern management techniques as well. The 777 program proved to be the perfect testing ground for a companywide change in the way Boeing did its business.
Boeing pursues Product Differentiation strategy in order to create competitive advantage over Airbus. Boeing differentiates its products by increasing number of seating capacity, engine capacity, innovating new winglet designs and by manufacturing wide range of products in respect to the change in market
Boeing’s faces these marketing risks. The marketing manager brought it to the airlines, who reviewed, among other things, its flight characteristics, range, cursing speed, interior, systems and operating costs the feedback to designers the airplanes to meet the best the requirements of customers is a difficult process. Airline bit difficult to design. Therefore, the configuration changes constantly.
Airbus had a reputation for innovative design and technology. All Airbus planes employed “fly-by-wire” technology that substituted computerized control for mechanical linkages between the pilot and the aircraft’s control surfaces. This technology combined with a common cockpit design permitted “cross crew qualification” (CCQ) whereby pilots were certified to fly similar aircrafts, thus offering flexible scheduling in flight crews on various models, leading to better pilot utilization and lower training costs. These features helped explain why Airbus had received over half of the total large aircraft orders for the first time in 1999. However, despite the gains in market share, Airbus still did not have a product to compete with the monopoly of Boeing’s 747 in the VLA market.
Boeing being the market leader for almost a decade as a manufacturer of large commercial aircraft and had also reached economies of scale, the need to sustain its market share it presumed that “customers might demand for new”. Any potential growth was only through taking super leap and making VLCT jumbo aircraft which needed
After sucessfully selling military aircrafts adapted for troop transportation in the 1950’s and introducing commercial aircrafts model 707, 727 followed by 737, Boeing has since then become a leading producer of military & commercial aircraft.
Boeing adopts a very thorough, well planned out process to manage the project. The stages are defined clearly and tasks involved in each stage are carried out sequentially. The first stage of their approach is the project definition phase during which Boeing identified holes in the market not met by existing planes, assessed future airline needs, considered alternative plane configurations, explored feasibility of possible technologies and performed preliminary estimation of costs. During the market assessment, analysts gathered information regarding future needs of airlines by speaking directly to
Market Share Airbus will launch their new large, long distance plane A380 in 2006. This plane can be a dreadful competitive product to Boeing. If Boeing falls behind regarding innovations, fuel efficiency and other attributes of a long haul airliner, it will soon lose its market share. In order for Boeing to compete in the aviation industry, it is crucial to take on some risk and develop this new 7E7 project. This helps the company to fight against its competitors and recover from the slump in the industry.
In addition, Airbus has received over half of the total large aircraft orders for the first time in 1999 thanks to the “cross crew qualification” feature. Capturing more than half of the very large aircraft (VLA) market with the A3XX would constitute an
The following analysis identifies the major strategic issues of Airbus and its industry, provides alternatives and a recommendation of the most optimal solution, and details a plan of implementation for the company.
With any company, organization, or corporation the first phase of any management is planning. This phase is very important to any company because many different planning functions and each planning function create a standard for each of its employees to follow. This paper will discuss the planning functions of management while looking at the Boeing Company. While looking at the different planning functions, this paper will also discuss and identify legal, ethical, and social responsibilities that impact Boeing. It will also show some factors that influence Boeings strategic, tactical, operational, and contingency planning. Boeing can be considered the
The Boeing Corporation is one of the largest manufacturers in the world. Rivaled only by European giant Airbus in the aerospace industry, Boeing is a leader in research, design and manufacture of commercial jet airliners, for commercial, industrial and military customers. Despite enjoying immense success in its market and dominating an industry that solely recognizes engineering excellence, it is crucial for Boeing to ensure continued growth through consistent strategy formulation and execution to avoid falling behind in market share to close and coming rivals.
The supplier power in airlines is dominated by the world’s two largest aircraft manufacturers are Airbus and Boeing. The competition between the two manufacturers is neck to neck but that would prove to be a boon for Emirates as the prices would not rocket through the ceiling. A study shows that Emirates holds 93 Boeing aircrafts and 83 Airbus units (Planespotters, 2009). In 2007, Emirates purchased 81 Airbus flights, to extend it services- however, they chose Airbus over Boeing as the latter failed to deliver its latest aircrafts on time and moreover, Airbus had quoted a good price (Barryl, 2007). The changing oil prices also have an adverse effect on the aviation industry. In a nutshell, the bargaining power of suppliers is high.