Bombardier Challenger

Bombardier is a Canadian based public company operating in the sector of manufacturing planes and train in several countries. It was founded by Joseph –Armand Bombardier in 1942. They key people involved in the management are Pierre Beaudoin, Alain Bellemare and Lutz Bertling who are working as Chairman, CEO and COO of the company respectively. Over the years, this company has utilized its resources very well and followed a fantastic strategy of expansion. Most of the expansion was made using inorganic strategy of expansion by acquiring various companies already running in the industry which help Bombardier in quick rapid growth. This is quite clear as it has moved well in the value system from making of snowmobiles to planes

The main/direct competitors of the Company are Airbus, and Bombardier. Both companies are in the aerospace industry, they also offer products of high quality. Bombardier is a small competitor to the Company because of its biggest commercial plane being the CS300 with a capacity of 135 passengers. Instead, the Company smallest commercial plane is the 737 with a capacity of 172 passengers. This fact makes the Company much efficient in commercial travel.

Interesting acquisition price: due to the fact that DaimlerChrysler needed to quickly unload non core assets, BBD was able to acquire against low cost

WestJet vision is “By 2016, WestJet will be one of the five most successful international airlines in the world providing our guests with a friendly and caring experience that will change air travel forever (Saretsky, 2012). ‘’

Moreover, the fleet is getting old and all the extra support required in the current global environment is adding extra wear and tear on the aircraft. Struggling, at a high cost to maintain the aircraft at a minimum of “81% mission capable.” Even, with the newly acquired KC-46, the Air Force will fall short with an acquisition of “179 compared to the 415 KC-135’s” being utilized with a need for more.

Bombardier Inc., a diversified manufacturing and service company, is a world leading manufacturer of business jets, regional aircraft, rail transportation equipment. It is also a provider of financial services and asset management. The Corporation employs 79,000 people in 24 countries in the Americas, Europe and AsiaPacific

Today BRP’s success is not possible without the management team that has driven the brand forward since Bombardier left it in his family’s hands in 1964. Like Bombardier, the company continues to be a leader in innovation and technology. The focus of the company’s vision to excel with the mission of excellence has maintained the values of Bombardier in a global presence that would make him

The Predator C, “Avenger” developed and built by General Atomics Aeronautical, is an upgraded version of its predecessors the MQ-1 and MQ-9 and is meant to support military operations well into the next decade. Powered by a Pratt & Whitney PW545B turbofan engine the Avenger is capable of speeds up to 400 knots true air speed (KTAS), and operational altitudes of up to 50,000 feet, well outpacing its predecessors (CITE). The Avenger has also been further optimized to reduce its Radar Cross Section (RCS), making it less detectable by enemy air defenses. Beyond its ability to out-fly the original Predator UAS, the Avenger is able to be equipped with a more capable and configurable sensors and weapons package. These advancements make the Predator C Avenger the most capable and universal hunter-killer type UAS

‘superjumbo’ jet, isn't new to the United States” (Mutzabaugh, 2014, para. 3). Airbus currently has more than 2,600 aircraft flying the sky—airlines being the majority (e.g., United, Delta, US Airways, Jet Blue, Frontier, etc.). The figure below lists the airline aircraft that Airbus currently manufactures.

Given these points, Bombardier Canadian transportation company being the leading company has brought down the aviation market along with the labor market affecting other factors. The key economic points proven with this current event are how shifts affect the price and quantity consumers want to purchase and are willing to pay price. Yet, the Bombardier company is struggling to gain back the buyers and their willingness to pay the value for aircrafts in order to increase their demand of aircrafts market and labor

Overview Bombardier Aerospace is a division of Bombardier Inc. and the third largest global airplane manufacturer after Boeing and Airbus. Its headquarters are in Quebec, Canada, and with 33,600 employees is poised to become a major player in helping the developing world acquire aircraft. The C-Series is a family of narrow-body, twin-engine, medium range jet liners which, despite some challenges in orders, remains a committed product line. It is designed for the 100-150 seat market, which is about 20,000 aircraft globally and represents about $250 billion in revenue over the next few decades. One interesting fact about the C-Series is that it is truly global in components and supply, sourcing from manufacturers in China, Italy, The Netherlands, France, the United States, and Great Britain (Change is in the Air, 2012).

Cessna and Embraer offer aircraft for commuter, business and private use. Currently, Cessna offers 9 business jets in their fleet. A 10th aircraft is in production, with an unknown maximum passenger capacity and the longest distance capability of 4,500 nautical miles. The Citation Mustang, the smallest of the Cessna aircraft, carries a maximum of 5 passengers at a maximum distance of 1,200 nautical miles. The largest aircraft in the Cessna fleet, the Citation Longitude has a capacity of 12 passengers and a range of 3,400 nautical miles. (Cessna 2016).

The air travel market has evolved rapidly over recent years in Latin America. Some industry estimations over 2000 new aircraft will begin service over the next five

Reputational Resources: Bombardier has been known to be the world leader in business and regional aircraft manufacturing.

In August 1981, eleven months before the first scheduled delivery of Boeing’s new airplane, the 767, Dean Thornton, the program’s vice president-general manager, faced a critical decision. For several years, Boeing had lobbied the Federal Aviation Administration (FAA) for permission to build wide-bodied aircraft with two-, rather than three-person cockpits. Permission had been granted late in July. Unfortunately, the 767 had originally been designed with a three-person cockpit, and 30 of those planes were already in various stages of production. Thornton knew that the planes had to be converted to models with two-person cockpits. But